HomeMy WebLinkAbout04-01-2024 Council Work Session PacketCITY COUNCIL AGENDA
· WORK SESSION ·
AMENDED
Monday, April 1, 2024
6:00 PM.
Community Room
1.Anoka County Lake Drive Corridor Study, Michael Grochala, Anoka County
2.Centerville Lake Alum Treatment, Matt Kocian & Andy Nelson
3.ERP Software, Hannah Lynch
4.Sale of Fire Apparatus, John Swenson
5.CSAH 49/CR J Joint Powers Agreement Amendment, Michael Grochala
6.Fire Department Analysis Discussion, City Council
7.Water Capacity and New Development, Councilmember Ruhland/Mayor Rafferty
8.Notification Requirements for Proposed Development Projects, Councilmember
Ruhland/Mayor Rafferty
9.Council Updates on Boards/Commissions, City Council
10. 77
th/MarketPlace Realignment, Land Acquisition, 698 77th Street, Michael Grochala
(Closed session)
11.Adjourn
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CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 1
STAFF ORIGINATOR: Michael Grochala, Community Development Director
WORK SESSION DATE: April 1, 2024
TOPIC: Lake Drive Corridor Study
______________________________________________________________________________
BACKGROUND
The Anoka County Highway Department is completing a transportation corridor study for Lake
Drive, from Main Street in Lino Lakes to Kettle River Boulevard in the City of Columbus. The
purpose of the study is to develop a plan for future improvements to the corridor. An Open
House was held in December of 2023 to gather public input on issues and needs along the
corridor. Based on that information the County has developed alternative design options for
public review. A 2nd Open House to share these alternatives and gather public input will be
scheduled following updates to the Lino Lakes and Columbus City Council’s.
Representatives from Anoka County will provide an overview of the study, issues identified,
project goals, and the current recommended design concept. Additional information on the
project can be found at:
https://storymaps.arcgis.com/stories/422db3bcd40b4df4932d4dd7b0f8ecc3
REQUESTED COUNCIL DIRECTION
Discussion only. County staff will be available to address any questions.
ATTACHMENTS
1.Study Corridor
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CSAH 23 Corridor Study
Lino Lakes Council Workshop
Monday, April 1, 2024
Purpose and Need
•Primary Needs
•Infrastructure Conditions
•Walkability/Bikeability
•Vehicle Safety
•Secondary Needs
•Vehicle Mobility
Existing Conditions Evaluation
•Traffic Volumes and Speeds
•Crash History
•Access Inventory and Management
•Intersection Traffic Control
•Turn Lane Needs
•Speed Limits
Open House #1 Recap
•50 attendees
•50 comments
received
•42 typical section
votes
•289 website views
Open House #1 Recap
What we heard:
•Trail on one side of road desired
•Realign Diane St and 81st to match
•Turn lane requests
•Speeding, truck traffic
•Private property impacts
Technical Analysis Performed
•Turn Lane Warrants
•Intersection Traffic Control Evaluations
•Water Resources Considerations
•Constructability & Staging
•Typical Section & Concept Layout
DRAFT Proposed Typical Section
Next Steps
•Alternatives Evaluation –December 2023
•Concept Layout Development –January 2023
•Refine Concepts –February/March 2023
•Determine Final Concept –April 2024
•Open House #2 –Late-April 2024
•Final Concept Refinement –May 2024
•Final Concept Approved –May 2024
Technical Information Boards
For Reference
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CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 2
STAFF ORIGINATOR: Andy Nelson, Environmental Coordinator
WORK SESSION DATE: April 1st, 2024
TOPIC: Centerville Lake Aluminum Sulfate Treatment-
Draft Cost-Share Agreement
______________________________________________________________________________
BACKGROUND
Rice Creek Watershed District (RCWD) has been awarded $954,500 in grant funding to be used
for improving water quality in Centerville Lake. The majority of these funds will be used for
alum treatments that will address internal phosphorous loading that has been responsible for
algae blooms and other water quality issues. RCWD is seeking financial support from local
partners to assist in meeting a 10% local match requirement for the awarded grant funds.
Matt Kocian, Lake and Stream Manager with RCWD, will be present to discuss the project,
explain details of the attached cost-share agreement, and to answer questions from the
Council.
The source of the grant funding is the Clean Water Fund, which is used to protect, enhance, and
restore water quality in lakes, rivers, and streams, and to protect groundwater from
degradation. The majority of the grant amount will be used for aluminum sulfate (“alum”)
treatments to address internal phosphorous loading. Alum is a commonly used tool for
managing internal phosphorus loading and has been successfully used on many lakes in
Minnesota and across the country. Additional funds may be used for monitoring, engineering,
and potentially reestablishing some native species in the lake. The alum treatments could
begin as early as spring 2024.
RCWD is requesting a financial contribution from each project partner to assist with meeting
grant match requirements. Partners on this project include the City of Centerville, Anoka
County, and the City of Lino Lakes. RCWD is requesting 22.6% of the local match required from
each of the project partners. The total amount requested from each of the partners will not
exceed $35,000. RCWD will be providing the remaining portion of the match requirement and
any additional money needed should the project go over budget.
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Support for this financial partnership can be found in the Lino Lakes Local Water Management
Plan. The following goals and policies related to water quality management are applicable to
the Centerville Alum Treatment project:
Goal 2.1
Protect and improve water quality and the scenic and ecological values of City lakes, wetlands,
and other aquatic assets.
Policy 2.1B
Preserve and improve the recreational resources associated with water by improving water
quality.
Goal 2.2
Initiate and continue collaborations to address, restore, and preserve the water quality of the
region’s lakes, wetlands, and other aquatic assets.
Policy 2.2A
Work with and partner with the RCWD, VLAWMO, and adjacent local governments to protect
high quality resources.
Policy 2.2B
Collaborate with adjacent jurisdictions and agencies to meet TMDL goals and remove impaired
water bodies from the impaired waters list.
Goal 7.1
Identify, protect, and preserve the desirable natural areas and ecological and aquatic resources
of the community.
Policy 7.1B
Maintain the partnership of Lino Lakes and RCWD and other groups such as Anoka County to
maintain, restore, and manage the aquatic, aquatic dependent, and upland areas of the City.
The City contribution to the project would come from the Surface Water Management Fund.
This fund was created in 1992 to meet administrative, planning, ponding, and water quality
requirements imposed by State and Federal regulations. These funds are specifically intended
for water quality projects. The City annually plans for water quality improvements to
implement the Local Water Management Plan goals and policies.
The Environmental Board voted in favor of supporting the Centerville Lake aluminum sulfate
treatments at their January 31st, 2024 meeting.
The City Council was provided with an overview and background information on the alum
treatment project at the March 4th, 2024 Work Session.
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REQUESTED COUNCIL DIRECTION
Staff is requesting City Council feedback regarding participation in the aluminum sulfate
treatment project and on the Cost-Share Agreement document provided by RCWD.
ATTACHMENTS
1. Draft Cost-Share Agreement for Centerville Lake Internal Phosphorous Load Reduction
Project
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COST‐SHARE AGREEMENT
RICE CREEK WATERSHED DISTRICT and [ ]
Centerville Lake Internal Phosphorus Load ReducƟon Project
A.The Rice Creek Watershed District (RCWD) and ___________ enter into this agreement to facilitate
RCWD performance of the Centerville Lake Internal Phosphorus Load ReducƟon Project (“Project”),
intending it to be legally binding.
B.The Project will provide for the in‐lake applicaƟon of aluminum sulfate (“alum”) to Centerville Lake, in
order to reduce sediment‐phosphorus release within the lake and improve water quality and clarity. The
Project plan provides for two applicaƟons, in 2024 and 2026. Between the two applicaƟons, RCWD will
collect sediment cores and use sediment chemistry data to refine the second dose. RCWD esƟmates that
the acƟvity will reduce phosphorus loading to Centerville Lake by 178 pounds annually, and will allow
the lake to transiƟon from impaired to unimpaired status.
C.RCWD applied to the State of Minnesota for a compeƟƟve Clean Water Fund (CWF) grant for the
Project, and has been awarded a grant in the amount of $954,500. The grant requires a local match in
the amount of 10 percent of the grant award. ___________ finds the Project to be in the public interest,
and wishes to contribute a part of the local match in order to advance the Project.
D.RCWD has retained a qualified and experienced engineering firm to determine dosage and prepare
specificaƟons for the Project and to monitor the applicaƟon.RCWD is prepared shortly to issue a request
for quotes and to contract for applicaƟon in Spring 2024.
ACCORDINGLY:
1.RCWD will maintain contracts with the engineer and applicator, and will be responsible to implement
the Project, make all judgments in the performance of the Project, and make all payments due to the
engineer and applicator. RCWD will be responsible to conform to the CWF grant agreement and will
receive all payments thereunder for Project use.
2.When the work under the applicator’s contract is completed, RCWD will provide to ____________ an
accounƟng of: (a) RCWD payment under the engineer’s and applicator’s contracts; (b) the amount of
grant funds received; and (c) the amount of the RCWD payment to the engineer and applicator not
covered by grant funds (“local share”). Within 30 days of receiving the accounƟng, ____________ will
disburse to RCWD an amount equal to 22.6 percent of the local share or $35,000, whichever is less.
3.This agreement is not a joint powers agreement within the meaning of Minnesota Statutes §471.59
and neither party agrees to be responsible for the acts or omissions of the other party within the
meaning of subdivision 1a(a) of that statute. Each party is responsible for its own acts and omissions to
the extent authorized by law. This agreement creates no right in any third party, and waives no
immunity, defense or liability limit with respect to any third party or the other party to the agreement.
Only contractual remedies are available for the failure of a party to fulfill the terms of the agreement.
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[signature blocks]
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CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 3
STAFF ORIGINATOR: Hannah Lynch, Finance Director
WORK SESSION DATE: April 1, 2024
TOPIC: ERP Software
______________________________________________________________________________
BACKGROUND
At the February 5, 2024 Work Session, staff received support from the City Council for the
replacement of the existing Springbrook software. Main drivers behind the replacement include
integrating Community Development and Human Resource solutions as well as a finance suite
that can automate processes and utilize modern technology.
Springbrook requires a 60 day written notice for termination and renews annually on
September 1st. They were notified that the City is exploring new software and they understood
wanting a system that has Community Development and a robust Human Resources module. It
appears they are aware that the City has outgrown the software they provide.
Request for Quotes
Staff requested input on software providers from the Minnesota Government Finance Officers
Association listserv. A great response was received by 22 other municipalities and it was clear
that BS&A and Civic Systems are the top software vendors. Staff received quotes and demos
from both BS&A and Civic Systems. Oracle and Tyler Technologies were also engaged, although
their follow-up was concerning, they didn’t offer an integrated solution, or the reviews received
from other municipalities were not great.
Software Conversion/Implementation/Training Annual Maintenance
BS&A $252,930 $83,145
Civic Systems* $200,800 $39,110
*Total quote plus Business Licenses and Human Resources
Following demos of both BS&A and Civic Systems offerings, staff recommends proceeding with
BS&A software. While BS&A is not the low cost option, their offerings will better fit the needs
of the City. Both offer integrated cloud-based solutions, but BS&A provides a modern user
friendly experience, great customer support, more automatic workflows, and innovation in
terms of how the software can improve processes resulting in efficiencies.
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BS&A Software
BS&A performed remote demos of their Financial Management, Personnel Management, and
Community Development modules. Staff was impressed with the user friendly interface and
dashboards, built in workflows, and integration with Laserfiche. Each process that would be
performed in BS&A would look entirely different than it does today with Springbrook. The
ability to use the software to electronically share, approve, process, and store information will
contribute to efficiencies in every city department. For example, invoice processing would
drastically change with BS&A:
Invoice Processing – Current Procedure with Springbrook
1. Invoices are received in many different places (mailed to different city buildings and
received by many staff through email)
2. Those paper invoices need to be routed to the correct department
3. The purchaser manually writes the GL code and description on the invoice
4. The paper invoice is routed to the department director for signature
5. The paper invoice must be turned in at City Hall for processing
6. The Accounts Payable Clerk data enters all of the invoice information into Springbrook
including the GL code and description
7. The Finance Director reviews the tentative check listing printed out from Springbrook to
each paper invoice
8. Once the invoice batch is finalized and checks are processed, the Office Specialist scans
each invoice into Laserfiche for official data retention
Invoice Processing – New Procedure with BS&A
1. Invoices would be received in a central location (either at City Hall Attn: Finance
Department or through the accounts payable email address managed by Finance)
2. The Accounts Payable Clerk scans in paper invoices or uploads electronic invoices into
BS&A and electronically routes them to the appropriate department
3. The purchaser is notified that they have an invoice to approve. They view the invoice
electronically through BS&A and enter a GL code and description.
4. The department director is notified that they have an invoice to approve. They view the
invoice, GL Code, and description electronically through BS&A.
5. The Finance Director can review and approve invoices once the department director has
finished approval
6. The Accounts Payable Clerk can process checks
7. Since BS&A would be integrated with Laserfiche the scanned invoice is already stored in
Laserfiche for official data retention
The ability to realize efficiencies with BS&A functionality can be outlined for every process:
• Bank Reconciliation
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• Project and Grant Accounting
• Journal Entries
• Budgeting
• Quarterly Financial Reporting
• Utility Billing Certification
• Electronic Timesheets
• Applicant tracking and onboarding
• Pay increases
• Business Licensing
• Code Enforcement
• Building Permits
• Building Inspections
In addition to the software itself, BS&A has great customer support. Respondents to the listserv
not only said so, but the statistics speak for themselves. The average response time is 45
minutes; 60 minutes in January 2024 mostly due to year-end items such as W2s and 1099s and
25 minutes in November 2023. BS&A requires their staff to hold a Bachelor’s Degree in
accounting and/or have municipal experience.
The BS&A Minnesota Client List Speaks for itself (City, Population, Old Software, Conversion):
City of Prior Lake, MN / 24K / AS400 – 2014
City of New Brighton, MN / 22K / AS400 - 2016
City of Shoreview, MN / 24K / AS400 - 2017
City of Victoria, MN / 7.5K / Banyon - 2016
City of Alexandria, MN / 11K / Banyon – 2018
City of Dayton, MN / 5K / Banyon – 2018
City of Delano, MN/ 6K / Banyon – 2018
City of Plymouth / 45K / Harris – 2018 (CD) – 09/2019
City of Brainerd, MN / 14K / Tyler Incode – 2019
City of Forest Lake, MN / 19K / Springbrook - 11/2019
City of Robbinsdale, MN / 14K / LOGIS – 12/2019
Chanhassen, MN / 25K / Springbrook – 01/2020 CD
Moorhead, MN / 38K / Springbrook – 04/2020
City of Wyoming, MN / 8K / Banyon – 09/2020
City of Byron, MN / 7K / Banyon – 10/2020
City of Carver, MN / 5K / Permit Works - 11/2020
Columbia Heights, MN / 20K / ACS – 04/2021
City of Corcoran, MN / 6K / Banyon – 07/2021
Pine City, MN / 3K / Banyon – 12/2021
City of Northfield, MN / 20K / Tyler Incode – 04/22
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City of St Francis, MN / 7K / Tyler Incode – 06/22
City of Excelsior, MN / 3K / Banyon – 06/22
City of Roseville, Ramsey, MN /36K/ Springbrook – 12/22
City of Hastings, Dakota Co, MN / 22K / Tyler Incode – 12/22
City of Lakeville, Dakota Co, MN / 65K / LOGIS – 02/23
City of Baxter, Crow Wing, MN / 8K / Springbrook – 04/23
City of Coon Rapids, Anoka Co, MN / 64K / LOGIS – 04/23
City of Eden Prairie, Hennepin Co, MN / 65K / LOGIS – 07/23
City of New Hope, Hennepin Co, MN / 22K / LOGIS – 10/23
City of Fergus Falls, Otter Tail Co, MN / 14K / AS400
Timing of Software Conversion
BS&A is 16-18 months out from the time of signing the contract to going live and fully
functioning in the new software. If a contract is signed in April 2024 that puts the City at an
August/September 2025 conversion.
Financing of Software Conversion
The BS&A quote includes both the annual maintenance on the modules ($83,145) and data
conversion, implementation and training cost ($252,930). Annual maintenance is due upon
activation of the customers site so there is likely to be an overlap with current annual
maintenance contracts at first. The data conversion, implementation and training costs are
within the original budget proposed by staff ($250,000) and would be accommodated by:
• $100,000 General Fund Reserves
• $152,920 Closed Bond Fund Reserves
The increased BS&A annual maintenance is expected to be financed as follows:
BS&A Springbrook/PermitWorks
Financial Modules* – General
Fund
$45,605 $30,574
Utility Billing Module** –
Water and Sewer Funds
$9,525 $6,825
Community Development***
- General Fund
$21,060 $6,575
Human Resources – General
Fund
$6,955 Do not currently have
*Includes General Ledger, Accounts Payable, Cash Receipting, Accounts Receivable, Fixed Assets, Payroll,
Timesheets
**Includes Online Bill Pay
***Includes Business Licensing
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The increased annual maintenance will be included in the annual budgeting process for 2025:
REQUESTED COUNCIL DIRECTION
Staff recommends contracting with BS&A for ERP Software.
ATTACHMENTS
BS&A Quote
Civic Systems Quote
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BS&A Software
14965 Abbey Lane Bath MI 48808
(855) BSA-SOFT / fax (517) 641-8960
bsasoftware.com
Budgetary Estimate for:
City of Lino Lakes, Anoka County MN
February 15, 2024
Quoted by: Dan J. Burns, CPA
Software and Services for BS&A Cloud
Thank you for the opportunity to quote our software and services.
At BS&A, we are focused on delivering unparalleled service, solutions, support, and customer satisfaction. You’ll
see this in our literature, but it’s not just a marketing strategy... it’s a mindset deeply embedded in our DNA. Our
goal is to provide such remarkable customer service that our customers feel compelled to remark about it.
We are extremely proud of the many long-term customer relationships we have built. Our success is directly
correlated with putting the customer first and consistently choosing to listen. Delivering unparalleled customer
service is the foundation of our company.
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 2 of 9 Prices good for a period of 120 days from date on proposal
Cost Summary
Software is licensed for use only by municipality identified on the cover page. If used for additional entities or agencies,
please contact BS&A for appropriate pricing. Prices listed are estimates based on information currently available.
Cloud Modules
Financial Management
$7,330 General Ledger
Accounts Payable $6,020
Cash Receipting $6,645
Accounts Receivables $5,640
Fixed Assets $5,515
Utility Billing (approximately 5,500 utility accounts) $6,600
Personnel Management
$9,955 Payroll
Human Resources $6,955
Timesheets $4,500
Community Development
$10,190 Building Department
Business Licensing $5,765
BS&A Online
$5,105 Community Development
Permit Application Feature - Enables contractors and the general public to submit permit applications online
(A fee of $3/application is accumulated and billed to the municipality).
Public Records Search + Online Bill Pay
With use of integrated Credit Card Processor
$2,925
Subtotal $83,145
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 3 of 9 Prices good for a period of 120 days from date on proposal
Data Conversions/Database Setup
Convert existing Springbrook data to BS&A format:
$7,035 General Ledger (COA, Balances, Budget, Up to 10 Years Journal Transaction history)
Accounts Payable (Vendors, Up to 10 years invoices and check history) $6,080
Cash Receipting (Receipt items, Up to 10 years receipt history) $6,180
Accounts Receivables (Customers, Invoice and Receipt History, if available) $7,275
Fixed Assets (Asset Information) $6,010
Payroll (Database Setup, Employee detail and YTD, Up to 10 years check history) $15,030
Utility Billing (Accounts, Services, Deposits, Rates, Meters; Up to 10 Years of Service, Billing & Payment History) $9,400
Convert existing Permit Works data to BS&A format:
$16,200 Building Department (per database)
Business Licensing (per database) $10,320
Database Setup:
$3,300 Human Resources (Setup of Licenses, Certifications, Benefit Plans, Positions. Not assigned to Employees)
Subtotal $86,830
No conversion or database setup to be performed for:
Timesheets
Custom Import
Custom import from third-party software to populate Building Department database with parcels, properties, and
current owners.
$1,500
BS&A Integration with Laserfiche Document Management System
Ability to store and retrieve document attachments in Laserfiche Document Management system, for all currently
integrated BS&A modules.
$1,575
Subtotal $3,075
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 4 of 9 Prices good for a period of 120 days from date on proposal
Project Management and Implementation Planning
Services include:
- Analyzing customer processes to ensure all critical components are addressed.
- Creating and managing the project schedule in accordance with the customer's existing processes and needs.
- Planning and scheduling training around any planned process changes included in the project plan.
- Modifying the project schedule as needed to accommodate any changes to the scope and requirements of the project that are
discovered.
- Providing a central contact between the customer’s project leaders, developers, trainers, IT staff, conversion staff, and other
resources required throughout the transition period.
- Installing the software and providing IT consultation for network, server, and workstation configuration and requirements.
- Reviewing and addressing the specifications for needed customizations to meet customer needs (when applicable).
$35,375
Implementation and Training
- $1,100/day
- Days quoted are estimates; you are billed for actual days used
Services include:
- Setting up users and user security rights for each application
- Performing final process and procedure review
- Configuring custom settings in each application to fit the needs of the customer
- Setting up application integration and workflow methods
- Onsite verification of converted data for balancing and auditing purposes
- Training and Go-Live
Software Setup Days: 8 $8,800
Financial Management Modules Days: 20 $22,000
Personnel Management Modules Days: 25 $27,500
Community Development Modules Days: 16 $17,600
Total: 69 Subtotal $75,900
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 5 of 9 Prices good for a period of 120 days from date on proposal
Cost Totals
Modules $83,145
Data Conversions/Database Setup $86,830
Custom Import $3,075
Project Management and Implementation Planning $35,375
Implementation and Training $75,900
Total Proposed $284,325
Travel Expenses $51,750
Payment Schedule
1st Payment: $122,205 to be invoiced upon execution of this agreement.
2nd Payment: $83,145 to be invoiced at activation of customer’s site.
3rd Payment: $130,725 to be invoiced upon completion of training.
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 6 of 9 Prices good for a period of 120 days from date on proposal
Cloud Annual Service Fees
Unlimited support is included in your Annual Service Fee. Service Fees are billed annually. After two (2) years, BS&A Softwar e reserves the
right to increase the Annual Service Fee by no more than the yearly Consumers Price Index for All Urban Consumers U.S. city average
(CPI-U).
Financial Management
$7,330 General Ledger
Accounts Payable $6,020
Cash Receipting $6,645
Accounts Receivables $5,640
Fixed Assets $5,515
Utility Billing $6,600
Personnel Management
$9,955 Payroll
Human Resources $6,955
Timesheets $4,500
Community Development $10,190 Building Department
Business Licensing $5,765
BS&A Online $5,105 Community Development
Public Records Search $2,925
Laserfiche Integration $1,575
Total Annual Service Fees $84,720
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 7 of 9 Prices good for a period of 120 days from date on proposal
Additional Information
Program Customization
BS&A strives to provide a flexible solution that can be tailored to each municipality's needs. However, in some cases, custom work may
be required. Typical examples include:
• custom payment import/lock box import
• custom OCR scan-line
• custom journal export to an outside accounting system
• custom reports
If you require any custom work, please let us know so that we can better understand the scope of your request and include that in a
separate proposal.
Cash Receipting Hardware
Quantity Cost
Epson THM-6000V Series Receipt Printer* $925 x _____ = $_____________
APG Series 100Cash Drawer** $275 x _____ = $_____________
Honeywell Hyperion 1300g Linear-Imaging Scanner $275 x _____ = $_____________
Credit Card Reader (if using Invoice Cloud) $75 x _____ = $_____________
This will add $____________________ to the Total Proposed.
*IMPORTANT. The receipt printer must be plugged into the USB port on one workstation (not your server). This printer is not to be shared
with other workstations. If more than one workstation will be used for receipting, please consider purchasing more than one receipt printer.
Please provide the number of cash drawers that will be hooked up to the printer_____________
Note: The availability, model numbers, and pricing for all third party hardware listed above is subject to availability from the
manufacturers. In the event that the listed hardware is no longer available at the time of purchase, a comparable replacement will be
available, at the then current cost. Returns require pre-approval, and all purchased equipment must be shipped back to BS&A in its
original packaging. Returns are subject to a re-stocking fee of $50.00.
Additional Training - Building Department Report Designer
Most of our Building Department customers heavily use our Report Designer, which is included free with the program . Report Designer
Training is not included in the training quoted on this proposal and is highly recommended. You may attend a class at our office in Bath
Township, or we can train at your location. Report Designer Training is typically completed in one day.
Please check the option you are interested in. Report Designer Training will be scheduled after successful implementation and training
of your Building Department software.
___ Classroom training, $205/person/day
___ On-site training (unlimited attendees), $1,100/day, travel not included
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 8 of 9 Prices good for a period of 120 days from date on proposal
BS&A Online
Connection Requirements
BS&A Cloud modules require a high-speed internet connection (cable modem or DSL).
Payment Processing Requirements
Acceptance of online payments requires a contract with one of BS&A’s approved Online Credit Card Processing companies. Please visit
https://www.bsasoftware.com/solutions/bsaonline/public-records-search/ for information.
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City of Lino Lakes, Anoka County MN | February 15, 2024
Dan J. Burns, CPA, Account Executive | (855) 272-7638 | dburns@bsasoftware.com
Page 9 of 9 Prices good for a period of 120 days from date on proposal
Contact Information
If any mailing addresses are PO Boxes, please also provide a Street Address for UPS/Overnight mail.
If additional contacts need to be submitted, please make a copy of this page.
Key Contact for Implementation and Project Management
Name______________________________________________________________________________ Title__________________________________________________
Phone/Fax_________________________________________________________________________ Email_________________________________________________
Mailing Address____________________________________________________________________________________________________________________________
City, State, Zip______________________________________________________________________________________________________________________________
IT Contact
Name______________________________________________________________________________ Title__________________________________________________
Phone/Fax_________________________________________________________________________ Email_________________________________________________
Mailing Address____________________________________________________________________________________________________________________________
City, State, Zip______________________________________________________________________________________________________________________________
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Computer Software and
Conversion Services Proposal
City of Lino Lakes
Prepared by Civic Systems, LLC
A SUBSIDIARY OF BAKER TILLY US, LLP
Civic Systems, LLC
4807 Innovate LN
P.O. Box 7398
Madison, WI 53707-7398
Phone: 888.241.1517
Fax: 608.249.1050
mlaesch@civicsystems.com
www.civicsystems.com
March 11, 2024
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Table of Contents
TRANSMITTAL LETTER
COMPONENTS OF SUCCESS .....................................................1
Software .........................................................................................................2
Conversion ................................................................................................. 3-4
Education .......................................................................................................5
On-Site Assistance .........................................................................................6
Support ..........................................................................................................7
PRODUCTS SELECTED ....................................................... 8-11
INVESTMENT SUMMARY .......................................................... 12
License Fees, Training, Conversion and Support Detail ............................. 13
Optional Modules ........................................................................................ 14
HARDWARE REQUIREMENTS................................................... 15
24
A SUBSIDIARY OF BAKER TILLY US, LLP
4807 INNOVATE LN PO BOX 7398 MADISON, WI 53707-7398
www.civicsystems.com TOLL-FREE 888 241 1517 FAX 608 249 1050
TRANSMITTAL LETTER
March 11, 2024
City of Lino Lakes
125 Pinecone Road North
Lino Lakes, MN 56377
Dear Hannah:
It has been great speaking with you about the possible future software needs of the City of Lino Lakes. We are
pleased to have this opportunity to submit our software solutions to you. Our proposal is based on your request for
information and our prior experience in providing these services to clients with similar needs.
Civic Systems, LLC (Civic) has the experience and resources necessary to meet your needs and assist you with this
very important project. We would like to highlight several factors that distinguish Civic from other firms.
Full Service Firm
Civic provides a full range of software services specifically developed for cities and municipal utilities to over fifty
new clients every year. These services include total turnkey software solutions. We are committed to enabling our
clients to print utility bills, accounts payable checks, payroll checks, and monthly reports immediately after leaving
our training facility. This process eliminates or minimizes the need to run parallel systems.
Experience
We understand the demands on your time and the pressures you face. This understanding comes from our
continuing relationship with over 250 municipalities and 300 utilities throughout the Midwest. Our team includes
CPAs, trainers with over twenty years of training experience, and quality help desk analysts ready and waiting to
answer your every question. Civic is a subsidiary of Baker Tilly US, LLP (Baker Tilly). Baker Tilly is one of the
top 15th largest accounting and consulting firms in the United States and prides itself on its public sector practice
that includes over 150 full time, fully dedicated public sector practitioners. This unique and strong Civic/Baker
Tilly relationship allows us to provide unmatched public sector expertise.
Depth of Resources
Our project team members all have extensive software experience. All team members are available at any time for
consultation. Our quality products and service will provide you with information you need to make timely and
accurate management decisions, while meeting the needs of your customers.
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City of Lino Lakes
March 11, 2024
Page 2
Commitment
Civic has a long-standing tradition and solid reputation of providing high quality services to municipal government.
To illustrate that commitment, we have a separate practice group devoted entirely to serving municipalities and their
utilities.
Timely Service
Our experience with software and conversion services allows us to provide a highly efficient and cost-effective
transition from your legacy system.
We appreciate the opportunity to submit this proposal and welcome the opportunity to discuss specific aspects of it
with you. The information included in this packet is valid for 90 days. If you have any questions or need additional
information, please contact me at 888.241.1517. We look forward to working with you on this important project.
Sincerely,
CIVIC SYSTEMS, LLC
Michael Laesch, Vice President – Business Development and Client Relations
ML
Enclosures
26
1
Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
COMPONENTS OF SUCCESS
A successful software investment involves two critical components: the
software itself and the conversion, education, on-site assistance and support
services provided with the software.
Caselle’s software suite, coupled with the strength and stability provided by
Baker Tilly and Civic’s years of experience and depth of knowledge, ensures
that your software investment will retain its value through the years. Our role as
your trusted advisors gives you the peace of mind of knowing that professional,
100% public sector focused CPAs and consultants will guide you along the path
toward a successful software investment.
Each critical component of a successful software investment is briefly discussed
on the following pages.
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2
Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
SOFTWARE
Over 14 years ago, Civic Systems entered into an agreement with Caselle, Inc.
to represent their software throughout the Midwest. Caselle’s software is the
result of a long evolution that began in the 1950’s as a part of a small CPA firm.
Today, Caselle, Inc. provides fully integrated, true Windows-based financial and
utility billing software to over 1,100 clients throughout the United States.
All conversion, education, on-site assistance and support services are provided
out of Civic’s Madison, Wisconsin headquarters.
Caselle’s software, coupled with the public sector expertise of Civic and Baker
Tilly, provide an unbeatable team to ensure a successful and long-lasting
software investment.
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3
Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
CONVERSION
The success of any project usually depends on adequate up front planning.
Software conversion is no different. From the first meeting until the last total is
tested, an in-depth timeline and action plan will guide our progress.
Planning and Administration
Since planning is such a key element in the success of your conversion, an
in-depth, pre-conversion working session will be held at your site to identify key
individuals, discuss current processes and procedures, evaluate potential
challenges and establish a project timeline. The timeline established will
document our process, assist with staff availability planning, minimize your
staff’s duplication of effort and create a clean data cutoff for the conversion
team.
Data Extraction
No one enjoys working overtime or weekends keying in data to new software.
Let your staff completely avoid this time-consuming task by having Civic’s
conversion specialists quickly and accurately convert your data. Control
“hooks” created from your current software allow us to map your data to the
new software. In this way, existing data can be extracted, converted, tested,
adjusted and finalized prior to your arrival for training. This process minimizes
data clean up necessary to “go live”. All you have to think about is learning the
software while utilizing your own data.
Our proposed conversion services are listed on the following page.
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Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
The following outlines the conversion services to be provided for the core modules.
Depending on the data integrity in the legacy system, below is our typical data conversion
when converting from a legacy system.
Accounts Payable
> Vendor Information
> 3 years of invoice and check history (More Years Available)
> Report preparation
> AP check formatting
Cash Receipting
> Setup receipt categories and corresponding GL accounts
> Report preparation
General Ledger
> Chart of Accounts
> Financial statements
> Report preparation
> 3 years detail information (More Years Available)
> 3 years of budget information (More Years Available)
Payroll
> Employee information
> Pay code setup
> Current Year to Date Totals
> Recalculate payroll to ensure data accuracy
> Report preparation
> Leave time balances
> Paycheck formatting
Utility Billing
> Customer information
> Customer balances by service
> Meter information
> Location information
> 13 months consumption History
> Report preparation
> Utility billing formatting
> Recalculate bill run to ensure data accuracy
> Setup rates and services
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5
Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
EDUCATION
Civic’s Educational Services include individualized, hands-on instruction at our
Madison, Wisconsin training facility. Our thorough, patient instructors guide
you through all the software features necessary for effective use. At completion,
you will immediately be able to begin using the software.
Classroom Training
Civic’s four high-tech training classrooms in Madison, Wisconsin allow an
excellent learning experience. Hands-on instruction along with in-depth training
ensures maximum product comprehension. Product overviews and fun
classroom games ensure that key objectives are learned.
Professional, Experienced Trainers
Our trainers have extensive software and industry knowledge and will help you
apply it to your community. Our senior trainers have over twenty years of
municipal software training experience. Their knowledge of municipal issues
provides a strong foundation to help you with budgeting, utility billing and other
community operations.
Structured, Yet Individual, Training
Our structured training curriculum clearly outlines course objectives and goals
to help you maximize your learning experience. Your trainer will guide you
through this well-planned process. Group sessions and one-on-one instruction
aid in the learning experience.
Customized Learning Using Your Own Data
Custom reports and screens can be designed using your data. You will be able
to immediately begin using the software at training completion.
Post Training Assistance
During the first 90 days following training, you are welcome to contact your
classroom trainer for software support. This helps create a smooth transition,
since your trainer will be aware of any unique issues discussed during training.
After 90 days, our experienced customer support representatives will be able to
effectively handle any support issues.
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Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
ON-SITE ASSISTANCE
During the initial use of your new software, it can be reassuring to have an
expert at your side. Civic’s on site service provides you with the comforting
reassurance of an expert on site to answer questions, correct any mistakes, offer
helpful suggestions and monitor the overall progress of your software transition.
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Components of Success
A SUBSIDIARY OF BAKER TILLY US, LLP
SUPPORT
Support Center
The Civic Systems Support Center prides itself on timely and accurate support.
Friendly, helpful representatives facilitate prompt issue resolution so your
operations are not interrupted. All support calls are tracked and prioritized
based on timing and urgency.
Support Center Objectives
Civic Systems Support Center’s number one objective is responsive issue
resolution. Every call is tracked and prioritized, based on urgency through our
Customer Support Portal, which is accessible via the Internet, customers can
view the status of a ticket at anytime, 7 days a week.
Methods for Requesting Service
You may contact the Civic Support Center by phone, fax or e-mail. Customers
also have the option of submitting, canceling or adding more information to
existing service tickets online through CIVIC’s Customer Support Portal, which
is accessible through the Internet. If the issue requires a more in depth look, we
will access your data using PC Anywhere software.
Civic Systems Support Center Hours
Monday through Friday 7:00 AM − 5:00 PM Central Standard Time.
Saturday/Sunday − Please leave a message on the voice mail system for
processing on Monday morning.
Annual Support Fees include:
• Unlimited, toll free telephone support for purchased CIVIC software
applications.
• All software enhancements and updates.
Updates and Enhancements
Yearly updates are included in your annual support fee.
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Products Selected
A SUBSIDIARY OF BAKER TILLY US, LLP
PRODUCTS SELECTED
The software products available for selection include:
Accounts Payable
Review, approve, verify and validate invoices while ensuring maximum use of
vendor terms and discounts.
miExcel AP
Allows for easy import of expenses such as P Card information from
the bank without reentering it manually.
Check on Demand
Quickly process a payment without setting up vendor information or
writing a manual check.
Accounts Receivable
Manage customer accounts, invoicing, billing and payments with the Accounts
Receivable module. You can create an unlimited number of billing categories
with ease and flexibility.
Building Permits
Provides an easy way to generate and track the active license status of
individuals. Interfaces with Cash Receipting and Business Licenses.
Code Enforcements
Easily create inspections schedules and checklists and provides the
capability to charge fees, issue notices, schedule inspections for
violation and escalate tracked complaints to violations.
Cash Receipting
From point of payment to the bank deposit, the cash receipting system provides
user friendly daily cash control. This software registers and prints all receipts
from individual workstations with full descriptions, distributions, change due
and account balance.
Cash Receipting Import
Civic will establish an import file from your cash receipting to input
customer payments.
General Ledger
Quickly and easily enter, inquire, review and report important financial
information. Pre-defined journal entries, online management tools, customized
reports, previous history and tracking project costs over multiple years are a few
of the features you’ll enjoy using.
miExcel GL
This module provides a direct connection to GL through Excel.
Importing budgets, importing JE’s and building custom reports has
never been so easy.
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Products Selected
A SUBSIDIARY OF BAKER TILLY US, LLP
miViewPoint Dashboard Reporting Tool
Gain real time access to pertinent financial, payroll, accounts payable and utility
billing information on a browser look and feel with no training required and no
limit on the number of system users.
miAP/ Req and PO workflow
It doesn’t matter if your AP process starts at a central location, within
each department or both you will find our workflow system can handle
your needs. Items are scanned and can be attached to multiple
predefined customized workflow processes based on the department it
is for, the dollar amount or a combination of both. Invoices can be
coded at any step of the way through the final approval and once the
final approval is made the images get attached into Account Payment
and into miViewPoint for easy look up. If you are using Requisitions
and Purchase Orders they can be handled within the workflow process
also.
miBudget
Allows for Department Head budget entry with access to account
information and previous budgets to actual. Budgets can be entered by
line item and attachments and notes can be added. Once submitted the
budget goes through a predefined workflow for approval.
miUtility Inquiry Portal
Access real-time resident information from any utility service address,
including interface to GoogleMaps.
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Products Selected
A SUBSIDIARY OF BAKER TILLY US, LLP
Payroll
Easy payroll processing and development of your own customized,
comprehensive employee information system. Federal and state government
reporting requirements are complied with while providing complete fund and
departmental allocations.
Direct Deposit
Electronically transfer employee earnings to banking accounts.
Electronic Submittals
Create electronical submittals for your W2’s and 1099’s.
miPay
Allow employees to go paperless with their paystubs and W-2’s.
Employees can log in with user name and password from any computer
with internet access to view their current and past paystubs and W-2’s.
Employees also have self service capabilities like filling out forms for a
change of address or W-4 withholdings. Employees can also input time
off requests which notifies their manager for approval or denial.
miExcel PR
Allows individuals or departments to fill out excel based time sheets
electronically to import seamlessly into timekeeping or directly into
payroll along with providing the ability to import files from a time
clock system. This module eliminates re-keying hours and provides
additional functionality such as importing of steps and grades from
Excel, easily update pay schedules from Excel, along with providing
export capabilities for Rates, Pay Codes, GL by pay periods and benefit
info.
miTime
Allow employees to enter payroll hours over the web. Submitted time
then goes through a predefined approval process to ensure accuracy.
This module can eliminate the paper headache of the payroll process.
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Products Selected
A SUBSIDIARY OF BAKER TILLY US, LLP
Utility Billing
A comprehensive customer information system designed to address the unique
challenges faced by municipal utilities. Features such as rate calculation
computation, multiple project meter database, and consolidated master meters
allow your utility to customize the product based on your needs.
ACH Direct Pay
Customers automatically pay their utility bills from their checking or
savings account.
Electronic Read Interface
Importing meter files is easy and hassle-free with the Electronic Read
Interface. We are able to integrate all major hand held meter reading
devices.
miExcel UB
Provides built in functions to easily update rates and services, change
meters, export meter data and customer usage and provides revenue
analysis functions.
Splitter
When utility bills are run a PDF of each customer’s bill will be attached
to each customer for easy viewing and printing at a later date. No
more recalculating old bills when rates there are rate changes or Power
Cost Adjustments.
Tax Certification
Easily produce tax certification notices for your delinquent customers
and create a file to electronically send information to the appropriate
agency.
Online Bill Pay and Bill Presentment
Provides customers with a direct bill payment option through a secure,
robust Internet application. Ability for customers to opt out of paper
billings, Utility bill payment, account review, inquiry features and
service request s are all available. Interfaces with Cash Receipting for
seamless bill payment option.
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Investment Summary
A SUBSIDIARY OF BAKER TILLY US, LLP
Civic Systems, LLC City of Lino Lakes
4807 Innovate LN 600 Town Center Parkway
P.O. Box 7398 Lino Lakes, MN 55014
Madison, WI 53707-7398
You agree to purchase the software and services detailed below and Civic Systems, LLC agrees to
provide them. An initial 50% down payment is due with this contract. The remainder is due at
training.*Additional payment terms can be provided such as spreading the payments over 2 or
3 years at 0% interest. The information provided in this proposal is valid for 90 days after the date
of issue.
INVESTMENT SUMMARY
License Fees (10 Concurrent) $ 111,900
Training 26,700
Conversion 51,400
TOTAL INVESTMENT $ 190,000
ANNUAL SUPPORT (Software For Life**) $ 26,600
ANNUAL HOSTING FEE (12 Named Users) $ 10,560
TRAVEL COSTS
Travel costs are a not-to-exceed and based on five (5) round trips and 16 overnights. Much of the training
can be done remotely through Zoom to alleviate travel costs if desired.
Mileage (five 686 mile round trips @ $0.58/mile) $ 1,989
Hotel (16 nights at $150/night) 2,400
Meals (19 days at $35/day) 560
TOTAL INVESTMENT $ 4,949
*A formal contract will need to be entered before any software is installed.
**Software For Life provides you the assurance that you will never have to purchase another upgrade
from us in the future. The Client will always be on the latest version of the purchased modules as long
as they are current with annual support payments.
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A SUBSIDIARY OF BAKER TILLY US, LLP
License Fees, Training, Conversion and Support Detail
*If online Bill Presentment is chosen the City of Lino Lakes is responsible for any monthly hosting, setup and transactional fees
charged by the preferred online bill pay company.
Selected Product Descriptions
License
Fee
Purchase
Price
One-Time
conversion
/
setup
Training and
Onsite
Assistance
Cost/Days
Year one Total
w/o Support
Annual
Fees*
Site License $ 10,000 $ 0 $ 0 $ 10,000 $ 1,000
Accounts Payable with AP ACH 7,500 1,800 1,200 10,500 1,875
miExcel AP Included Included Included Included Included
Accounts Receivable 5,500 1,200 1,200 7,900 1,375
Building Permits 7,500 4,800 2,400 14,700 1,875
Code Enforcements 3,500 1,800 1,200 6,500 875
Field Inspections (Mobile App) 2,500 900 900 4,300 625
Community Portal (Online Applications) 1,500 3,600 1,200 6,300 500
Cash Receipting 5,500 600 1,200 7,300 1,375
Cash Receipt Payment Import Included Included Included Included Included
Fixed Assets 3,300 600 600 4,500 825
General Ledger 7,000 3,600 2,400 13,000 1,750
Activity Reporting Included Included Included Included Included
Bank Rec Included Included Included Included Included
Budgeting Included Included Included Included Included
miExcel GL Included Included Included Included Included
miViewPoint (Department Head Dashboard) 5,500 600 1,200 7,300 1,375
miAP Workflow 4,500 1,200 1,200 6,900 1,125
miBudget 3,000 300 300 3,600 750
Payroll 12,200 7,200 3,600 23,000 3,050
Direct Deposit 2,000 -- -- 2,000 500
Electronic Submittals Included Included Included Included Included
miPay Online with Open Enrollment 3,500 900 600 5,000 875
miExcel PR 2,000 -- 300 2,300 500
miTime (Electronic Timesheets) 5,500 2,400 1,200 9,100 1,375
Utility Billing 16,900 12,000 4,800 33,700 4,225
Direct Pay Included Included Included Included Included
Electronic Read Interface Included Included Included Included Included
miExcel UB Included Included Included Included Included
Splitter Included Included Included Included Included
Service Orders with Mobile Service Orders 3,000 600 1,200 4,800 750
Community Portal (Online Payments) Included Included Included Included Included
Implementation Project Management -- 4,800 -- 4,800 --
Hosted (12 Named Users) -- 2,500 -- 2,500 10,560
TOTALS COSTS 111,900 51,400 26,700 190,000 37,160
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A SUBSIDIARY OF BAKER TILLY US, LLP
Optional Module Detailed Cost
OPTIONAL MODULES (Not Included in the agreement)
Optional Product Descriptions (Not Selected)
License Fee
Purchase Price
One-Time
conversion
/
setup
Training Cost
@ $1,200/Day
Year one Total
w/o Support
Annual
Fees
Additional Named Hosted Users above 12 (each) -- -- -- -- 720
Accounts Payable Add Ons
Purchase Orders 2,700 -- 300 3,000 540
miPO Workflow 1,500 600 300 2,400 300
Animal Licenses 3,300 1,200 600 5,100 825
Business Licenses 3,300 1,200 600 5,100 825
Business Tax TBD TBD TBD TBD TBD
Human Resources 4,500 600 600 5,700 1,125
Applicant Pro TBD TBD TBD TBD TBD
*Above amounts include the discount provided.
Purchase Orders
Enter requisitions by department and employee for approval. Purchase orders
are integrated with the accounts payable module for invoice payment. Enhance
this with our workflow tool.
Animal License
Allows easy tracking and maintenance of records such as owners, animals and
license status. Interfaces with Cash Receipting.
Business License
Provides an easy way to track the active license status of businesses. Interfaces
with Cash Receipting.
Human Resources
Provides you the ability to track and manage your employees or potential
employees from recruitment to retirement. This application is designed for
organizations of all sizes that have a separate HR director and that want a
reliable way to keep track of sensitive employee information in an electronic
format.
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Hardware Requirements
O
HARDWARE REQUIREMENTS – ONLY NEEDED IF ON PREMISE
Network System Requirements – Caselle® Connect – Network
Important! Using servers, workstations, or servers and workstations that do NOT meet the specified network system
requirements may result in unsatisfactory performance and response times. This document lists the minimum hardware and
software requirements for installing Connect.
Network Server Operating System Microsoft ® Windows 2012, 2012 R2, 2016 Server (64-bit) or 2019 (64-bit)
Network Server Equipment Intel® Xeon® Quad-Core Processor 3.0 Ghz or higher |Minimum 16 GB of available RAM | 30
GB available disk space for Caselle Connect applications (180 MB) and data | Separate physical
hard drive for SQL log file 8-15 K SAS HDD preferred | Color SVGA .28 Monitor | 1 GB
Ethernet Network Card | 1 GB Ethernet Switch | DVDRW Drive
All hardware must be Microsoft® certified (request printed certification documents). Intel® Core™ i3, Intel® Celeron®, and AMD
Sempron™, and Intel® Pentium processors are NOT recommended.
Database Server Equipment and
Operating System
• Use the Recommended Network Server. For better performance, increase memory on network
server or, use a separate Database Server (same specifications as the Network Server).
• Networks with more than ten workstations may require faster processors and/or more memory
than the recommended.
Database Software Microsoft® SQL Server 2012 (64-bit), 2014 (64- bit) or 2016 (64-bit), or 2019 (64-bit)
Network Server and Database Server
Power Protection
True On-Line UPS, 600 Voltamps minimum with UPS Monitoring card, cable, and software.
Workstation Computer Intel Core 2 Duo, i5, or i7 (3 GHz or higher) | 8 GB of available RAM | 30 GB available disk
space for Caselle Connect applications (180 MB) and data | LCD Monitor
All hardware must be Microsoft® certified (request printed certification documents). Intel® Core™ i3, Intel® Celeron®, and AMD
Sempron™, and Intel® Pentium processors are NOT recommended.
Workstation Operating System Windows 10™ Professional (64-bit).
Workstation Power Protection UPS/Battery backup unit
Backup System Network quality system to back up fileserver hard drive on one tape and provide tape read after
write verification. Make sure the backup system supports backing up MSSQL Databases.
Example: Backup Exec with SQL Agent.
Data File Transfer DVDRW Drive
Printer HP Laser Printer or Canon Copiers with PCL or Postscript Drivers
Receipt Printer Ithaca 9000 and 1500 Series Printers | Star TSP100 | Epson TM – U325, TM-U675, and Epson
TM – H6000IV
Internet Access DSL, ISDN, or T1
Explanation: Caselle® Applications require Internet access to download program updates. Using an
Internet connection that is slower than 256 Kbps will take significantly longer to download data.
Email Email that is compatible with Microsoft® Windows.
Network Installer
Web Services
Microsoft® Certified
IIS 7 (Windows Server 2008, 2012)
miViewPoint
Only needed if
miViewPoint is
being installed.
IIS 7 or later | 30 GB of available disk space for miViewPoint on the IIS and SQL Servers |
Modern Web Browser on any PC using miViewPoint (IE11 or greater, up to date Chrome, or up
to date Firefox) If miViewPoint is made internet available a modern mobile browser is required.
41
ERP Software
APRIL 1, 2024
ERP Software
Enterprise Resource Planning (ERP) Software
Building/Community Development
City Clerk
Human Resources
Finance
Integrate information, automate processes, and utilize modern features
Current Software
Building/Community Development
PermitWorks
City Clerk
PermitWorks
Human Resources
No software
Ease Benefits Administration which is free through our insurance broker
Finance
Springbrook
Software Needs
Building/Community Development
Going concern with PermitWorks
Integrated electronic workflow functionality
City Clerk
Licensing functionality from application through issuance
Software Needs –Cont.
Human Resources
Applicant Tracking
Employee profile that is integrated with payroll
2021 W2s Produced: 163
2023 W2s Produced: 359
Administer benefits open enrollment
Software Needs –Cont.
Finance
Additional payroll functionality
Accounts payable electronic workflow
Journal entry electronic workflow
Budget creation
Quarterly financial reporting
Comprehensive bank reconciliation module
Project and grant accounting
Best practice setups
Request for quotes
MN Government Finance Officers listserv
22 municipalities responded
BS&A and CivicSystems were the top providers
Oracle
Known software in the business space, trying to break into government
No offerings for Community Development or Utility Billing
Tyler Technologies
Current and previous customers do not have great things to say
Not user friendly
Poor customer support
Quotes Received
BS&A
Responsive
Expansive client list
Conversion/Implementation/Training
$252,930
Annual Maintenance
$83,145
CivicSystems
Hard to get ahold of
Smaller population client list
Conversion/Implementation/Training
$200,800
Annual Maintenance
$39,110
BS&A
CivicSystems (Caselle Connect)
Recommendation
BS&A Software
Will meet the needs of:
Building/Community Development
City Clerk
Human Resources
Finance
Estimated Fall 2025 conversion and implementation
Proposed financing:
$100,000 General Fund Reserves
$152,920 Closed Bond Fund Reserves
1
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 4
STAFF ORIGINATOR: John Swenson, Public Safety Director
WORK SESSION DATE: April 1, 2024
TOPIC: Proposed Sale of Fire Apparatus
______________________________________________________________________________
BACKGROUND
The recently purchased Pumpers / Tenders (Engine 1 & Engine 2) are now in-service and
responding to calls for service in our community.
Staff is recommending that former Tender 1 (Veh # 610) and Tender 2 (Veh #609) be listed for
sale on fire apparatus and government websites. Staff proposes theses tenders are listed for
$70,000 each.
Staff is also recommending the sale of Engine 5 (Veh # 621) through government and fire
apparatus websites with a listing price of $225,000.
All proceeds from the proposed sale of fire apparatus would be deposited in the Capital
Equipment Replacement Fund.
If Council agrees with staff’s recommendation, Staff will list these apparatus for sale. Once a
buyer is identified, staff will seek Council approval to sell the specific fire apparatus to the
buyer.
Please see attached memo for further direction.
REQUESTED COUNCIL DIRECTION
Does Council want this fire apparatus listed for sale?
ATTACHMENTS
Memo Dated 3.27.2024 from Deputy Director L’Allier
42
ONE VISION. ONE MISSION. LINO LAKES PUBLIC SAFETY DEPARTMENT.
Lino Lakes Public
Safety Department
Memo
DATE: March 21, 2024
TO: John Swenson, Public Safety Director
FROM: Dan L’Allier, Deputy Public Safety Director – Fire Division
RE: Sale of Used Apparatus
With placing the new Pumper/Tenders (Engine 1 and Engine 2) into service, the 1992 and 1993
Tenders (Tender 1, City Fleet # 610 and Tender 2, City Fleet #609) have been pulled out of
service. I would like to request to liquidate both of these apparatus. I recommend that listing
these apparatus for sale on fire apparatus, government, and municipal websites for $70,000 each.
I have evaluated the mileage, cost of purchase and cost of repairs for Engines 3, 4, (2016 Ford F-
650, City Fleet #620 and #621) and Engine 5 (2004 Spartan/ Custom Fire City Fleet #625) .
After compiling this data, the cost per mile per engine is Engine 3 cost $1.56 per mile, Engine 4
cost $1.59 per mile and Engine 5 cost $1.66 per mile. I have also reviewed our Insurance
Services Office (ISO) apparatus work sheets and the lowest impact to our ISO score would be to
liquidate Engine 5. This was based on fire pump size, water tank and fire hose load.
I also recommend the sale of Engine 5. With the Fire Division’s response model changing and no
longer having the majority of our staff arriving in SUV’s, having apparatus with a larger cab
currently fits our model. I would recommend listing this apparatus for sale on fire apparatus,
government and municipal websites for $225,000.
By liquidating these apparatus, it will reduce the number of apparatus in the fleet and reduce cost
of fleet maintenance. This will also maximize apparatus use.
43Item 4 Attachment
1
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 5
STAFF ORIGINATOR: Michael Grochala, Community Development Director
WORK SESSION DATE: April 1, 2024
TOPIC: CSAH 49/CRJ JPA Amendment
______________________________________________________________________________
BACKGROUND
The City entered into a Joint Powers Agreement (JPA) for the CSAH 49/County Road J
improvement project, with Anoka County, in September of 2022. The City’s total estimated
project share was $871,235.19. That amount did not include street light and landscaping which
was added to the project. Additionally, the City will have a share of the right-of-way acquisition
for Sanders Automotive property.
Bids where recently opened and the total estimated project cost is $3,642,432.04, which is
under the original engineers estimate. The City’s estimated share has been modified as
follows:
Construction: $693,758.91
Construction Engineering: $ 55,500.71
ROW Acquisition: $176,666.67
Subtotal $955,926.30
Federal funds awarded for the project have reduced this component to $370,919.16.
Additional anticipated costs include
Contamination Removal: $ 11,467.00 Estimate
Street lighting: $250,000.00 Estimate
RAB Landscaping: $ 50,000.00 Estimate
Trail Easement Acqu. City $ 40,000.00
Eng/legal/Admin $ 50,000.00
Subtotal: $401,467.00
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Estimated City Total: $772,386.16
The project is funded through a combination of developer contributions ($698,000) and
municipal state aid street funds.
REQUESTED COUNCIL DIRECTION
Council direction to place on April 8, 2024 agenda for consideration to approve JPA.
ATTACHMENTS
1. JPA Amendment No. 1
45
Anoka County Contract No. C0009260
1
AMENDMENT NO. 1
TO JOINT POWERS AGREEMENT
FOR IMPROVEMENTS AT THE INTERSECTION OF
ANOKA COUNTY CSAH 49 AND
ANOKA COUNTY CSAH 32/RAMSEY COUNTY CSAH 1
IN THE CITIES OF LINO LAKES, MN AND SHOREVIEW, MN
Anoka County Project Nos. SP 002-649-003 & SP 002-632-019,
Ramsey County Project Nos. SP 062-649-052 & SP 062-601-016
City of Lino Lakes Project Nos. SP 210-020-012 & SP 210-020-014
THIS AGREEMENT is made by the parties on the last date executed below, by and between the
County of Anoka, a political subdivision of the State of Minnesota, 2100 Third Avenue, Anoka,
Minnesota 55303, hereinafter referred to as "County", and the City of Lino Lakes, 600 Town Center
Parkway, Lino Lakes, MN 55014, hereinafter referred to as "City".
WITNESSETH
WHEREAS, on October 11, 2022, the parties entered into a Joint Powers Agreement
(“hereinafter JPA”) to reconstruct the intersection of County State Aid Highway 49 (Hodgson Road),
hereinafter referred to as CSAH 49, and Anoka County State Aid Highway 32 (Ash Street)/Ramsey
County State Aid Highway 1 (County Road J), hereinafter referred to as CSAH 32/CSAH 1, and,
WHEREAS, the County has prepared preliminary design plans for the reconstruction of the
intersection of CSAH 49 and CSAH 32/CSAH 1 in accordance with Anoka County, Ramsey County and
the Minnesota Department of Transportation standards to a staff approved layout condition; and,
WHEREAS, the parties agree that it is in their best interests to amend the original JPA, in the
locations identified here, to update certain changes in the project and cost share arrangements; and,
NOW, THEREFORE, THE PARTIES STIPULATE AND AGREE THAT THE JPA IS
HEREBY AMENDED AS FOLLOWS:
Certain subsections of Section II. METHOD are amended as follows:
RIGHT OF WAY:
This subsection of the JPA addressing Right of Way is hereby amended to add the following language
to the end of this provision, as follows: The parties acknowledge that, as part of this project, the County
acquired in full the property and business located at 6000 Hodgson Road, Lino Lakes, formerly known
as Sadder’s Automotive. The cost share related to this acquisition is addressed in Section III. below.
TRAFFIC CONTROL:
The parties understand and agree that certain portions of CSAH 49 and CSAH 32 will be restricted to
one-way traffic during construction, but access for local traffic will be maintained during construction.
The parties agree and understand the cost share for traffic control for the city shall be a prorated share
based on the city project cost divided by the Anoka County portion of the total project cost. This
provision remains the same other than the cost share related to Traffic Control which has been updated
and amended in Section III. below.
46
Anoka County Contract No. C0009260
2
LANDSCAPING / STREETSCAPING:
This provision on Landscaping/Streetscaping remains the same as stated in the original JPA, with the
exception of the deadline by which construction documents must be submitted to the County prior to the
advertisement of bids. The date of November 1, 2022 is hereby amended to a new deadline as determined
by mutual agreement of the parties.
III. COSTS
This Section III. on Costs is hereby amended to reflect the recalculation of costs for the City’s
share based upon updated costs and mutual negotiations. To the extent something in this section
was omitted from the original JPA, or conflicts with the original JPA, the calculations and
language in this amended Section III. shall control.
The contract costs of the work, or if the work is not contracted, the cost of all labor, materials, normal
engineering costs and equipment rental required to complete the work, shall constitute the “actual
construction costs" and shall be so referred to herein. "Estimated construction costs" are good faith
projections of the costs, which will be incurred for this project. Actual costs will vary and those will be
the costs for which the relevant parties will be responsible
The estimated construction cost of the total project is $3,642,432.04, and is shown in Exhibit “B”.
Federal funds available for the Project are capped at $3,462,038.00. The federal funds shall be split
based on the ratio of eligible cost incurred by each party to the total eligible project cost. Eligible costs
are the costs of items that can participate in federal funding as shown on Exhibit “B”.
The City’s cost participation for acquiring the property at 6000 Hodgson Road, Lino Lakes, will be one-
third of the total cost of acquisition of $530,000.00. The estimated cost to the City is $176,666.67.
Site contamination of 6000 Hodgson Road, Lino Lakes, may be encountered when building demolition
occurs. By mutual agreement of the parties, both the City and the County may negotiate cost sharing of
non-federally funded site cleanup or soil correction.
The County has secured a contract with Braun Intertec for professional services related to regulated
materials removal and environmental construction monitoring oversight for 6000 Hodgson Road, Lino
Lakes, for an amount not to exceed $41,467.00. The County will contribute up to $30,000 and the City
will be responsible for the remainder of the contract. The City’s share of the Braun contract will be
billed separately and is not part of the cost share summary below since final contract costs are not yet
known.
The total estimated construction cost to the City is $693,758.91 (including construction of storm sewer,
road, and other elements, and for mobilization and fixed costs; and prior to application of federal funds
available). This cost includes additional contribution associated with the Lyngblomsten development
located at the northwest quadrant of the Project. After federal funding percentage is applied, the estimated
cost to the City for their share of the construction items of the Project is $138,751.78.
The City’s participation in construction engineering will be at a rate of eight percent (8%) of their
designated construction share of $693,758.91. The estimated cost to the City for construction engineering
is $55,500.71.
47
Anoka County Contract No. C0009260
3
In summary, the total City share of this project is * $370,919.16 (see summary below).
* $138,751.78 + $55,500.71 +$176,666.67 = $370,919.16. Note: construction engineering costs are not
federally eligible.
After award of the contract, the City shall pay to the County, upon written demand by the County, ninety
five percent (95%) of its portion of the cost of the project estimated at $352,373.20. Prior to billing, this
estimate will be updated by the County to reflect the actual bid prices as awarded. An updated cost
estimate shall be provided to the City at the time of billing. The City's share of the cost of the project shall
include only construction and construction engineering expense and does not include engineering design
and administrative expenses incurred by the County.
After final completion of the project, the City's share of the construction cost will be based upon actual
construction costs. If necessary, adjustments to the initial ninety five percent (95%) charged will be made
in the form of credit or additional charges to the City's share. The remaining five percent (5%) of the
City's portion of the construction costs shall be paid at that time.
The County agrees to submit to the City for review final quantities and cost within one year of project
substantial completion.
IX. MAINTENANCE
The JPA is hereby amended to ADD a new Section F. under IX. Maintenance as follows:
F. Routine maintenance of the completed storm sewer (except catch basins and catch basin leads as
shown in Exhibit “B-1”), including cleaning, inspection, and removal of blockages, shall be the
sole obligation of the City. Long-term maintenance, including replacement of any storm sewer
infrastructure (excluding pond inlets, outlets or outlet control structures), shall be the
responsibility of the County. All maintenance of detention basins (including ponds and their
outlet structures and grit chambers/collectors) shall be the sole obligation of the City, with the
understanding that the City of Lino Lakes may allocate a portion of these maintenance activities
to the City of Shoreview via separate agreement.
The JPA is hereby amended to MODIFY Section D. under IX. Maintenance as follows:
D. Maintenance of the streetlights (excluding the decorative lighting installed by the City) and cost
of electrical power to the streetlights (excluding the decorative lighting installed by the City) shall
be the sole obligation of the Counties. The Counties shall allocate responsibilities for long-term
maintenance and replacement of the complete street light system including items such as: poles,
fixtures, luminaires, and control cabinets.
Maintenance and cost of electrical power to the decorative lighting installed by the City shall be
the sole obligation of the City. Neither Anoka nor Ramsey County are responsible for these items.
All other provisions of the original JPA, not modified by the amendments herein, shall remain in
full force and effect.
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Anoka County Contract No. C0009260
4
IN WITNESS WHEREOF, the parties to this Amendment have hereunto set their hands on the dates
written below:
COUNTY OF ANOKA CITY OF LINO LAKES
By: By:
Dee Guthman Rob Rafferty
County Administrator Mayor
Dated:
By:
Jolleen Chaika
City Clerk
Dated:
RECOMMENDED FOR APPROVAL:
By:
Joseph J. MacPherson, P.E.
Transportation Division Manager
APPROVED AS TO FORM AND EXECUTION:
By:
Christine V. Carney
Assistant County Attorney
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Anoka County Contract No. C0009260
5
EXHIBIT “B”
Cost Distribution Spreadsheet and Map
50
SP 002-649-003 et. al.
CSAH 32/CSAH 1/CSAH 49 Roundabout Low Bid Summary
Low Bid Unit Cost Total
MOBILIZATION LUMP SUM 1.00 $209,500.00 $209,500.00 0.17 $35,615.00 0.15 $31,425.00 0.17 $35,615.00 0.14 $29,330.00 0.01 $2,095.00 0.01 $2,095.00 0.13 $27,235.00 0.06 $12,570.00 0.16 $33,520.00
FIELD OFFICE EACH 1.00 $71,200.00 $71,200.00 0.17 $12,104.00 0.15 $10,680.00 0.17 $12,104.00 0.14 $9,968.00 0.01 $712.00 0.01 $712.00 0.13 $9,256.00 0.06 $4,272.00 0.16 $11,392.00
GRUBBING (1)ACRE 0.2 $10,300.00 $2,060.00 0.2 $2,060.00
GRUBBING (1)EACH 39 $309.00 $12,051.00 15 $4,635.00 15 $4,635.00 9 $2,781.00
PAVEMENT MARKING REMOVAL (14) LIN FT 15756 $0.88 $13,865.28 4299 $3,783.12 3799 $3,343.12 3959 $3,483.92 3699 $3,255.12
BUILDING REMOVAL LUMP SUM 1 $80,300.00 $80,300.00 1 $80,300.00
REMOVE PIPE APRON EACH 4 $267.00 $1,068.00 1 $267.00 3 $801.00
REMOVE UNDERGROUND TANK (16)EACH 1 $0.01 $0.01 0.34 $0.00 0.33 $0.00 0.33 $0.00
REMOVE LIGHTING UNIT EACH 3 $1,050.00 $3,150.00 1 $1,050.00 1 $1,050.00 1 $1,050.00
REMOVE DRAINAGE STRUCTURE EACH 9 $371.00 $3,339.00 3 $1,113.00 3 $1,113.00 3 $1,113.00
REMOVE SIGN EACH 26 $25.80 $670.80 5 $129.00 4 $103.20 9 $232.20 8 $206.40
REMOVE SIGN TYPE SPECIAL EACH 1 $25.80 $25.80 1 $25.80
REMOVE SIGNAL SYSTEM (12)EACH 1 $28,000.00 $28,000.00 0.25 $7,000.00 0.25 $7,000.00 0.25 $7,000.00 0.25 $7,000.00
REMOVE MAIL BOX SUPPORT EACH 5 $77.30 $386.50 1 $77.30 2 $154.60 2 $154.60
SALVAGE SIGN EACH 9 $25.80 $232.20 2 $51.60 1 $25.80 3 $77.40 3 $77.40
SALVAGE SIGN TYPE SPECIAL EACH 6 $25.80 $154.80 3 $77.40 3 $77.40
SALVAGE MAIL BOX SUPPORT (2)EACH 14 $77.30 $1,082.20 5 $386.50 1 $77.30 8 $618.40
SAWING CONCRETE PAVEMENT (FULL DEPTH) LIN FT 127 $5.15 $654.05 85 $437.75 42 $216.30
SAWING BIT PAVEMENT (FULL DEPTH)LIN FT 959 $1.80 $1,726.20 277 $498.60 142 $255.60 342 $615.60 198 $356.40
REMOVE SEWER PIPE (STORM)LIN FT 526 $10.50 $5,523.00 254 $2,667.00 69 $724.50 203 $2,131.50
REMOVE CURB & GUTTER LIN FT 3613 $2.95 $10,658.35 1487 $4,386.65 158 $466.10 1404 $4,141.80 564 $1,663.80
REMOVE FENCE LIN FT 62 $32.80 $2,033.60 62 $2,033.60
REMOVE CONCRETE DRIVEWAY PAVEMENT SQ YD 356 $11.90 $4,236.40 201 $2,391.90 146 $1,737.40 9 $107.10
REMOVE BITUMINOUS DRIVEWAY PAVEMENT SQ YD 619 $10.50 $6,499.50 261 $2,740.50 203 $2,131.50 143 $1,501.50 12 $126.00
REMOVE BITUMINOUS PAVEMENT SQ YD 21921 $0.97 $21,263.37 5565 $5,398.05 7468 $7,243.96 5566 $5,399.02 3322 $3,222.34
REMOVE BITUMINOUS WALK SQ FT 14045 $0.57 $8,005.65 258 $147.06 329 $187.53 6297 $3,589.29 7161 $4,081.77
REMOVE CONCRETE WALK SQ FT 1067 $1.10 $1,173.70 136 $149.60 136 $149.60 362 $398.20 433 $476.30
SALVAGE MAIL BOX EACH 14 $20.60 $288.40 5 $103.00 3 $61.80 6 $123.60
EXCAVATION ‐ COMMON (P)CU YD 12527 $16.40 $205,442.80 2423 $39,737.20 6157 $100,974.80 2423 $39,737.20 1524 $24,993.60
EXCAVATION ‐ SUBGRADE (P)CU YD 10098 $3.35 $33,828.30 2285 $7,654.75 4118 $13,795.30 2285 $7,654.75 1410 $4,723.50
EXCAVATION ‐ CHANNEL AND POND (P)CU YD 2666 $15.30 $40,789.80 2666 $40,789.80
SELECT GRANULAR EMBANKMENT (CV)(P)CU YD 10250 $2.55 $26,137.50 2285 $5,826.75 4209 $10,732.95 2285 $5,826.75 1471 $3,751.05
COMMON EMBANKMENT (CV)(P)CU YD 3989 $21.60 $86,162.40 662 $14,299.20 1264 $27,302.40 662 $14,299.20 1401 $30,261.60
DEWATERING LUMP SUM 1 $12,500.00 $12,500.00 0.17 $2,125.00 0.15 $1,875.00 0.17 $2,125.00 0.14 $1,750.00 0.01 $125.00 0.01 $125.00 0.13 $1,625.00 0.06 $750.00 0.16 $2,000.00
CONTAMINATED DEWATERING LUMP SUM 1 $36,600.00 $36,600.00 0.34 $12,444.00 0.33 $12,078.00 0.33 $12,078.00
STOCKPILE CONTAMINATED SOIL CU YD 705 $32.00 $22,560.00 235 $7,520.00 235 $7,520.00 235 $7,520.00
HAUL & DISPOSE OF CONTAMINATED MATERIAL TON 1269 $37.90 $48,095.10 423 $16,031.70 423 $16,031.70 423 $16,031.70
AGGREGATE SURFACING (CV) CLASS 2CU YD 41 $108.00 $4,428.00 10 $1,080.00 31 $3,348.00
AGGREGATE SURFACING (CV) CLASS 2 (DRIVEWAY)CU YD 6 $145.00 $870.00 6 $870.00
DOZER HOUR 40 $206.00 $8,240.00 10 $2,060.00 10 $2,060.00 10 $2,060.00 10 $2,060.00
STREET SWEEPER (WITH PICKUP BROOM)(4)HOUR 40 $175.00 $7,000.00 10 $1,750.00 10 $1,750.00 10 $1,750.00 10 $1,750.00
1.5 CU YD BACKHOE (3)HOUR 40 $191.00 $7,640.00 10 $1,910.00 10 $1,910.00 10 $1,910.00 10 $1,910.00
WATER (5) M GALLON 150 $55.80 $8,370.00 38 $2,120.40 37 $2,064.60 38 $2,120.40 37 $2,064.60
AGGREGATE BASE (CV) CLASS 5CU YD 5273 $20.50 $108,096.50 1047 $21,463.50 1262 $25,871.00 956 $19,598.00 651 $13,345.50 29 $594.50 55 $1,127.50 943 $19,331.50 330 $6,765.00
AGGREGATE BASE (CV) CLASS 5 (DRIVEWAYS)(13) CU YD 103 $58.20 $5,994.60 24 $1,396.80 42 $2,444.40 37 $2,153.40
CONCRETE PAVEMENT 7.0"SQ YD 1362 $115.00 $156,630.00 227 $26,105.00 227 $26,105.00 227 $26,105.00 227 $26,105.00 227 $26,105.00 227 $26,105.00
CONCRETE PAVEMENT 7.0" SPECIAL 1(6)SQ YD 321 $149.00 $47,829.00 54 $8,046.00 53 $7,897.00 54 $8,046.00 53 $7,897.00 53 $7,897.00 54 $8,046.00
CONCRETE PAVEMENT 7.0" SPECIAL 2(6)SQ YD 426 $138.00 $58,788.00 71 $9,798.00 71 $9,798.00 71 $9,798.00 71 $9,798.00 71 $9,798.00 71 $9,798.00
DRILL & GROUT REINF BAR (EPOXY COATED)EACH 346 $10.40 $3,598.40 3 $31.20 3 $31.20 119 $1,237.60 49 $509.60 50 $520.00 73 $759.20 49 $509.60
BITUMINOUS MATERIAL FOR TACK COAT GALLON 2005 $3.10 $6,215.50 387 $1,199.70 392 $1,215.20 427 $1,323.70 282 $874.20 425 $1,317.50 92 $285.20
TYPE SP 9.5 WEARING COURSE MIX (2,B)(8)TON 451 $116.00 $52,316.00 119 $13,804.00 91 $10,556.00 8 $928.00 41 $4,756.00 125 $14,500.00 67 $7,772.00
TYPE SP 9.5 WEARING COURSE MIX (3,C) (DRIVEWAY) TON 57 $220.00 $12,540.00 6 $1,320.00 32 $7,040.00 19 $4,180.00
TYPE SP 12.5 NON WEAR COURSE MIX (3,B)TON 2264 $77.00 $174,328.00 438 $33,726.00 442 $34,034.00 481 $37,037.00 319 $24,563.00 480 $36,960.00 104 $8,008.00
TYPE SP 12.5 WEARING COURSE MIX (3,C)TON 4525 $84.90 $384,172.50 874 $74,202.60 884 $75,051.60 962 $81,673.80 638 $54,166.20 960 $81,504.00 207 $17,574.30
FILTER MEDIA SPECIAL CU YD 637 $69.40 $44,207.80 637 $44,207.80
15" RC PIPE APRON EACH 1 $3,240.00 $3,240.00 1 $3,240.00
18" RC PIPE APRON EACH 2 $3,660.00 $7,320.00 2 $7,320.00
21" RC PIPE APRON EACH 1 $4,290.00 $4,290.00 1 $4,290.00
24" RC PIPE APRON EACH 2 $4,710.00 $9,420.00 2 $9,420.00
6" PERF PE PIPE DRAIN LIN FT 653 $13.80 $9,011.40 653 $9,011.40
6" PVC PIPE DRAIN CLEANOUT EACH 6 $443.00 $2,658.00 6 $2,658.00
15" RC PIPE SEWER DES 3006 CL VLIN FT 1854 $60.70 $112,537.80 1854 $112,537.80
18" RC PIPE SEWER DES 3006 CL VLIN FT 1666 $65.90 $109,789.40 1666 $109,789.40
21" RC PIPE SEWER DES 3006 CL VLIN FT 43 $83.70 $3,599.10 43 $3,599.10
24" RC PIPE SEWER DES 3006 CL VLIN FT 103 $110.00 $11,330.00 103 $11,330.00
CONNECT TO EXISTING STORM SEWER EACH 3 $784.00 $2,352.00 3 $2,352.00
CONNECT INTO EXISTING DRAINAGE STRUCTURE EACH 2 $1,250.00 $2,500.00 2 $2,500.00
ADJUST VALVE BOX EACH 15 $567.00 $8,505.00 4 $2,268.00 8 $4,536.00 3 $1,701.00
CONST DRAINAGE STRUCTURE DESIGN SPEC 2 EACH 1 $6,800.00 $6,800.00 1 $6,800.00
CASTING ASSEMBLY EACH 53 $1,060.00 $56,180.00 53 $56,180.00
ADJUST FRAME & RING CASTING EACH 15 $1,130.00 $16,950.00 7 $7,910.00 7 $7,910.00 1 $1,130.00
CONST DRAINAGE STRUCTURE DESIGN GLIN FT 29 $476.00 $13,804.00 29 $13,804.00
CONST DRAINAGE STRUCTURE DESIGN HLIN FT 73 $371.00 $27,083.00 73 $27,083.00
CONST DRAINAGE STRUCTURE DES 48‐4020 LIN FT 84 $575.00 $48,300.00 84 $48,300.00
CONST DRAINAGE STRUCTURE DES 60‐4020 LIN FT 21 $894.00 $18,774.00 21 $18,774.00
GEOTEXTILE FILTER TYPE 4SQ YD 82 $4.20 $344.40 82 $344.40
RANDOM RIPRAP CLASS III CU YD 21 $125.00 $2,625.00 21 $2,625.00
4" CONCRETE WALK (9)SQ FT 7023 $5.65 $39,679.95 1485 $8,390.25 566 $3,197.90 918 $5,186.70 3100 $17,515.00 954 $5,390.10
4" CONCRETE WALK SPECIAL 1(6)SQ FT 5018 $11.30 $56,703.40 752 $8,497.60 112 $1,265.60 940 $10,622.00 1048 $11,842.40 1411 $15,944.30 755 $8,531.50
4" CONCRETE WALK SPECIAL 3(6)SQ FT 6476 $8.25 $53,427.00 1416 $11,682.00 1563 $12,894.75 1135 $9,363.75 2168 $17,886.00 194 $1,600.50
6" CONCRETE WALK (7)SQ FT 4625 $15.20 $70,300.00 83 $1,261.60 83 $1,261.60 1293 $19,653.60 932 $14,166.40 76 $1,155.20 206 $3,131.20 1236 $18,787.20 716 $10,883.20
CONCRETE CURB & GUTTER DESIGN B418 (MOD)(10) LIN FT 3587 $21.90 $78,555.30 616 $13,490.40 1079 $23,630.10 773 $16,928.70 618 $13,534.20 501 $10,971.90
CONCRETE CURB & GUTTER DESIGN B424 LIN FT 3449 $24.20 $83,465.80 33 $798.60 372 $9,002.40 66 $1,597.20 784 $18,972.80 458 $11,083.60 24 $580.80 1674 $40,510.80 38 $919.60
CONCRETE CURB & GUTTER DESIGN B618 LIN FT 306 $36.30 $11,107.80 273 $9,909.90 33 $1,197.90
CONCRETE CURB & GUTTER DESIGN B624 LIN FT 4228 $22.20 $93,861.60 758 $16,827.60 34 $754.80 1491 $33,100.20 73 $1,620.60 45 $999.00 441 $9,790.20 91 $2,020.20 1295 $28,749.00
CONCRETE CURB & GUTTER DESIGN D424 LIN FT 67 $33.70 $2,257.90 67 $2,257.90
CONCRETE CURB & GUTTER DESIGN R418 LIN FT 261 $45.10 $11,771.10 44 $1,984.40 43 $1,939.30 44 $1,984.40 43 $1,939.30 43 $1,939.30 44 $1,984.40
SURMOUNTABLE CURB & GUTTER (10) LIN FT 133 $31.90 $4,242.70 40 $1,276.00 53 $1,690.70 40 $1,276.00
6" CONCRETE DRIVEWAY PAVEMENT SQ YD 383 $82.80 $31,712.40 146 $12,088.80 91 $7,534.80 146 $12,088.80
TRUNCATED DOMES SQ FT 604 $62.40 $37,689.60 16 $998.40 16 $998.40 202 $12,604.80 80 $4,992.00 38 $2,371.20 136 $8,486.40 116 $7,238.40
INSTALL MAIL BOX EACH 14 $41.20 $576.80 5 $206.00 3 $123.60 6 $247.20
MAIL BOX EACH 5 $51.50 $257.50 1 $51.50 4 $206.00
MAIL BOX SUPPORT EACH 10 $180.00 $1,800.00 6 $1,080.00 3 $540.00 1 $180.00
MAIL BOX SUPPORT (VERTICAL BREAKAWAY)EACH 9 $232.00 $2,088.00 9 $2,088.00
LIGHTING UNIT TYPE 9‐30 EACH 15 $3,970.00 $59,550.00 2 $7,940.00 1.5 $5,955.00 4 $15,880.00 4 $15,880.00 2 $7,940.00 1.5 $5,955.00
LIGHT FOUNDATION DESIGN E EACH 15 $1,460.00 $21,900.00 2 $2,920.00 1.5 $2,190.00 4 $5,840.00 4 $5,840.00 2 $2,920.00 1.5 $2,190.00
LIGHT FOUNDATION DESIGN E MODIFIED EACH 14 $1,340.00 $18,760.00 7 $9,380.00 7 $9,380.00
SERVICE CABINET ‐TYPE L1 EACH 1 $9,060.00 $9,060.00 0.125 $1,132.50 0.125 $1,132.50 0.25 $2,265.00 0.25 $2,265.00 0.125 $1,132.50 0.125 $1,132.50
SERVICE EQUIPMENT EACH 1 $2,230.00 $2,230.00 0.125 $278.75 0.125 $278.75 0.25 $557.50 0.25 $557.50 0.125 $278.75 0.125 $278.75
EQUIPMENT PAD B EACH 1 $2,150.00 $2,150.00 0.125 $268.75 0.125 $268.75 0.25 $537.50 0.25 $537.50 0.125 $268.75 0.125 $268.75
HANDHOLE EACH 1 $2,880.00 $2,880.00 1 $2,880.00
1.5" NON‐METALLIC CONDUIT LIN FT 1950 $8.80 $17,160.00 1950 $17,160.00
2" NON‐METALLIC CONDUIT LIN FT 2151 $9.50 $20,429.75 269 $2,555.50 269 $2,550.75 538 $5,111.00 537 $5,101.50 269 $2,555.50 269 $2,555.50
4" NON‐METALLIC CONDUIT LIN FT 115 $17.90 $2,058.50 115 $2,058.50
UNDERGROUND WIRE 1/C 8 AWG LIN FT 9800 $1.55 $15,190.00 1225 $1,898.75 1225 $1,898.75 2450 $3,797.50 2450 $3,797.50 1225 $1,898.75 1225 $1,898.75
GUIDE POST TYPE B EACH 8 $67.00 $536.00 8 $536.00
TRAFFIC CONTROL LUMP SUM 1 $50,400.00 $50,400.00 0.17 $8,568.00 0.15 $7,560.00 0.17 $8,568.00 0.14 $7,056.00 0.01 $504.00 0.01 $504.00 0.13 $6,552.00 0.06 $3,024.00 0.16 $8,064.00
INSTALL SIGN EACH 9 $464.00 $4,176.00 2 $928.00 1 $464.00 3 $1,392.00 3 $1,392.00
INSTALL SIGN TYPE SPECIAL EACH 6 $206.00 $1,236.00 3 $618.00 3 $618.00
DELINEATOR / MARKER EACH 2 $324.00 $648.00 1 $324.00 1 $324.00
DELINEATOR / MARKER PANEL EACH 10 $97.90 $979.00 1 $97.90 5 $489.50 4 $391.60
SIGN SQ FT 950 $83.70 $79,515.00 135 $11,299.50 134 $11,215.80 341 $28,541.70 340 $28,458.00
EROSION CONTROL SUPERVISOR LUMP SUM 1 $4,890.00 $4,890.00 0.17 $831.30 0.15 $733.50 0.17 $831.30 0.14 $684.60 0.01 $48.90 0.01 $48.90 0.13 $635.70 0.06 $293.40 0.16 $782.40
STORM DRAIN INLET PROTECTION EACH 48 $200.00 $9,600.00 12 $2,400.00 16 $3,200.00 10 $2,000.00 10 $2,000.00
CULVERT END CONTROLS EACH 3 $469.00 $1,407.00 1 $469.00 2 $938.00
SILT FENCE; TYPE MS LIN FT 3846 $2.05 $7,884.30 648 $1,328.40 1865 $3,823.25 1333 $2,732.65
SEDIMENT CONTROL LOG TYPE COMPOST LIN FT 290 $2.60 $754.00 41 $106.60 167 $434.20 41 $106.60 41 $106.60
SOIL BED PREPARATION ACRE 6.3 $368.00 $2,318.40 1.6 $588.80 3.0 $1,104.00 0.9 $331.20 0.8 $294.40
FERTILIZER TYPE 3 POUND 2110 $0.73 $1,540.30 543 $396.39 1012 $738.76 262 $191.26 293 $213.89
FERTILIZER TYPE 4 POUND 147 $2.65 $389.55 114 $302.10 33 $87.45
ROLLED EROSION PREVENTION CATEGORY 20 SQ YD 33058 $1.35 $44,628.30 9925 $13,398.75 15135 $20,432.25 3758 $5,073.30 4240 $5,724.00
SEEDING ACRE 6.3 $368.00 $2,318.40 1.6 $588.80 3.0 $1,104.00 0.9 $331.20 0.8 $294.40
SEED MIXTURE 22‐111 POUND 95 $3.10 $294.50 25 $77.50 44 $136.40 13 $40.30 13 $40.30
SEED MIXTURE 25‐121 POUND 26 $8.35 $217.10 1 $8.35 23 $192.05 1 $8.35 1 $8.35
SEED MIXTURE 25‐131 POUND 395 $5.20 $2,054.00 109 $566.80 220 $1,144.00 47 $244.40 19 $98.80
SEED MIXTURE 25‐151 POUND 102 $7.65 $780.30 33 $252.45 11 $84.15 19 $145.35 39 $298.35
SEED MIXTURE SPECIAL POUND 19 $48.20 $915.80 16 $771.20 3 $144.60
4" REMOVABLE PREFORM PAVEMENT MARKING TAPE (11) LIN FT 3094 $1.30 $4,022.20 774 $1,006.20 773 $1,004.90 774 $1,006.20 773 $1,004.90
UNIT
TOTAL PROJECT
QUANTITIES
ESTIMATED
ITEM DESCRIPTION
SP 002‐649‐003 Hodgson
ESTIMATED
QUANTITIES
ANOKA COUNTY
SP 002‐632‐019 CR J
ESTIMATED
QUANTITIES COST COST ESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES
LINO LAKES
SP 210‐020‐012 Hodgson SP 210‐020‐014 CR J
FEDERAL PARTICIPATING
SHOREVIEW
SP 167‐020‐029 Hodgson SP 167‐020‐030 CR J
STORM SEWER
PROTECT (15)LOW BID TOTALS
COSTESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES COSTESTIMATED
QUANTITIESCOST
RAMSEY COUNTY
SP 062‐601‐016 CR J SP 062‐649‐052 Hodgson
ESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES COST
P:\002-649-003 CSAH 49 at CR J\Documents\Agreements\Lino Lakes JPA\Amendment\Exhibit B - Low Bid Summary and Funding Splits.xlsx 03/25/2024
51
SP 002-649-003 et. al.
CSAH 32/CSAH 1/CSAH 49 Roundabout Low Bid Summary
Low Bid Unit Cost Total
UNIT
TOTAL PROJECT
QUANTITIES
ESTIMATED
ITEM DESCRIPTION SP 002‐649‐003 Hodgson
ESTIMATED
QUANTITIES
ANOKA COUNTY
SP 002‐632‐019 CR J
ESTIMATED
QUANTITIES COST COST ESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES
LINO LAKES
SP 210‐020‐012 Hodgson SP 210‐020‐014 CR J
FEDERAL PARTICIPATING
SHOREVIEW
SP 167‐020‐029 Hodgson SP 167‐020‐030 CR J
STORM SEWER
PROTECT (15)LOW BID TOTALS
COSTESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES COSTESTIMATED
QUANTITIESCOST
RAMSEY COUNTY
SP 062‐601‐016 CR J SP 062‐649‐052 Hodgson
ESTIMATED
QUANTITIES COST ESTIMATED
QUANTITIES COST
4" SOLID LINE PAINT (11) LIN FT 9390 $0.42 $3,943.80 2348 $986.16 2347 $985.74 2348 $986.16 2347 $985.74
4" SOLID LINE MULTI COMP (11) LIN FT 12147 $0.84 $10,203.48 3993 $3,354.12 3434 $2,884.56 3186 $2,676.24 1534 $1,288.56
4" BROKEN LINE MULTI COMP (11) LIN FT 320 $0.84 $268.80 110 $92.40 100 $84.00 110 $92.40
4" DBLE SOLID LINE MULTI COMP (11) LIN FT 3926 $1.65 $6,477.90 826 $1,362.90 1627 $2,684.55 826 $1,362.90 647 $1,067.55
24" SOLID LINE PREF THERMO (11) LIN FT 552 $19.90 $10,984.80 95 $1,890.50 196 $3,900.40 95 $1,890.50 166 $3,303.40
4" SOLID LINE PREF TAPE GR IN (WR) CONT (11) LIN FT 1695 $13.60 $23,052.00 400 $5,440.00 399 $5,426.40 449 $6,106.40 447 $6,079.20
8" DOTTED LINE PREF TAPE GR IN (WR) CONT (11) LIN FT 30 $47.10 $1,413.00 8 $376.80 7 $329.70 8 $376.80 7 $329.70
PAVT MSSG PREF TAPE GR IN (WR) CONT SQ FT 361 $52.30 $18,880.30 109 $5,700.70 78 $4,079.40 102 $5,334.60 72 $3,765.60
CROSSWALK PREF THERMO GR IN SQ FT 696 $15.00 $10,440.00 360 $5,400.00 120 $1,800.00 216 $3,240.00
CROSSWALK PREF TAPE GR IN (WR) CONT SQ FT 576 $25.10 $14,457.60 132 $3,313.20 132 $3,313.20 156 $3,915.60 156 $3,915.60
BASE BID TOTAL: $ 3,642,432.04 $ 589,606.70 $ 586,094.57 $ 626,460.84 $ 514,243.22 $ 36,131.20 $ 32,549.00 $ 453,607.05 $ 210,489.35 $ 593,250.10
1.00 $3,293,942.04 0.17 530,363.40$ 0.15 533,821.07$ 0.17 567,217.54$ 0.14 465,454.62$ 0.01 32,646.30$ 0.01 29,064.10$ 0.13 408,303.35$ 0.06 189,579.95$ 0.16 537,491.70$
$546,306.15 $546,286.57 $579,106.04 $473,329.62 $419,223.60 $193,171.70 $558,411.70
$65,501.95
Funding Group: Group 1Group 2Group 3Group 4Group 5Group 6Group 7Group 8Group 9
Totals: $3,642,432.04 $589,606.70 $586,094.57 $626,460.84 $514,243.22 $36,131.20 $32,549.00 $453,607.05 $210,489.35 $593,250.10
Total Federal Eligible Items: $3,049,181.94 $589,606.70 $586,094.57 $626,460.84 $514,243.22 $36,131.20 $32,549.00 $453,607.05 $210,489.35 $593,250.10
Federal Funds Available: $2,663,106.00 $471,685.36 $468,875.66 $501,168.67 $411,394.58 $28,904.96 $26,039.20 $362,885.64 $168,391.48 $474,600.08
$576,000.00 % Fed STP Funding 80.00% $471,685.36 $468,875.66 $501,168.67 $411,394.58 $28,904.96 $26,039.20 $362,885.64 $168,391.48 $474,600.08
% Fed PROTECT Funding 80.00%
PROJECT TOTALS ANOKA COUNTY TOTALS ANOKA COUNTY
FEDERAL FUNDS
ANOKA COUNTY
STATE AID FUNDS
RAMSEY COUNTY
TOTALS
RAMSEY COUNTY
FEDERAL FUNDS
RAMSEY COUNTY
STATE AID FUNDS
CITY OF
SHOREVIEW
TOTALS
CITY OF
SHOREVIEW
FEDERAL FUNDS
CITY OF
SHOREVIEW STATE
AID FUNDS
CITY OF LINO LAKES
TOTALS
CITY OF LINO LAKES
FEDERAL FUNDS
CITY OF LINO LAKES
STATE AID FUNDS
ROADWAY $3,049,181.94 $1,175,701.27 $940,561.02 $235,140.25 $1,140,704.06 $912,563.25 $228,140.81 $68,680.20 $54,944.16 $13,736.04 $664,096.40 $531,277.12 $132,819.28
STORM SEWER (PROTECT)$593,250.10 $266,962.55 $213,570.04 $53,392.51 $266,962.55 $213,570.04 $53,392.51 $29,662.51 $23,730.00 $5,932.50 $29,662.51 $23,730.00 $5,932.50
CONSTRUCTION TOTAL $3,642,432.04 $1,442,663.82 $1,154,131.05 $288,532.76 $1,407,666.61 $1,126,133.29 $281,533.32 $98,342.71 $78,674.16 $19,668.54 $693,758.91 $555,007.13 $138,751.78
DESIGN ENGINEERING $150,600.93 $140,766.66 $140,766.66 $9,834.27 $9,834.27
CONSTRUCTION ENGINEERING $321,514.75 $115,413.11 $115,413.11 $140,766.66 $140,766.66 $9,834.27 $9,834.27 $55,500.71 $55,500.71
RIGHT OF WAY $530,000.00 $176,666.66 $176,666.66 $176,666.67 $176,666.67 $176,666.67 $176,666.67
SP SUBTOTAL $4,644,547.72
AGENCY TOTAL $4,644,547.72 $1,734,743.58 $1,154,131.05 $580,612.53 $1,865,866.60 $1,126,133.29 $739,733.31 $118,011.25 $78,674.16 $39,337.08 $925,926.29 $555,007.13 $370,919.16
PROTECT
$748,800.00
STP
$3,462,038.00
PRORATING
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EAE 44235
THE LAWS OF THE STATE OF MINNESOTA.
MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER
I HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORT WAS PREPARED BY OR UNDER
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SP 002-632-019, SP 002-649-003, SP 062-601-016, SP 062-649-052
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PRINT NAME:
DATE LICENSE #
REVISIONSNO.DATE BY CHK
9/22/2023
Plan By:
Design By:
Checked By:
Approved By:
EAE 44235
THE LAWS OF THE STATE OF MINNESOTA.
MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER
I HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORT WAS PREPARED BY OR UNDER
EARTH A. EVANS, PE
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PRINT NAME:
DATE LICENSE #
REVISIONSNO.DATE BY CHK
9/22/2023
Plan By:
Design By:
Checked By:
Approved By:
EAE 44235
THE LAWS OF THE STATE OF MINNESOTA.
MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED PROFESSIONAL ENGINEER UNDER
I HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORT WAS PREPARED BY OR UNDER
EARTH A. EVANS, PE
159
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ANOKA & RAMSEY COUNTY, MN
Intersection Improvements
CSAH 1 / Anoka County CSAH 32
CSAH 49 at Ramsey County
GFT
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LGR DRAINAGE PLAN
SP 002-632-019, SP 002-649-003, SP 062-601-016, SP 062-649-052
224 226 228
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GUIDE POST TYPE B
RANDOM RIPRAP
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STRUCTURE
SURFACE FLOW DIRECTION
CONNECT TO EXISTING
DRAINAGE STRUCTURE
CONNECT TO EXISTING
STORM SEWER
STORM SEWER PIPE
INPLACE STORM SEWER
INPLACE CULVERT
CONSTRUCTION LIMITS
AREA OF ENVIRONMENTAL
SENSITIVITY
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CSAH 49
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55
Anoka County Contract No. C0009260
6
EXHIBIT “C”
FOR PROJECTS CONSTRUCTED IN ANOKA COUNTY
ITEMS COUNTY SHARE CITY SHARE
Concrete Curb & Gutter 50% 50%
Concrete Curb & Gutter for Median and Center Island Construction 100% 0%
Concrete Median 100% 0*1
Concrete Sidewalk 0% 100%
Concrete Sidewalk Replacement 100% 0%
Bikeways 0% 100%
Bikeway Replacement 100%, 0%
Unless existing trail not placed at edge of R/W
Construction or Adjustment of Local Utilities 0% 100%
Grading, Base and Bituminous 100% 0%
Storm Sewer based on state aid letter*2 based on state aid letter*2
Driveway Upgrades 100%, in-kind 100%, of up-grades
Traffic Signals, new (communities larger than 5,000) ½ the cost of its the cost of its legs of
w/ State Aid approved SJR legs of the intersection the intersection plus ½
the cost of the County legs
of the intersection
Traffic Signals, replacement (communities larger than 5,000) the cost of its legs of the cost of its legs of
w/ State Aid approved SJR the intersection the intersection
Traffic Signals, new & replacements (communities less than 5,000) 100% 0%
w/ State Aid approved SJR
Traffic Signal, w/o State Aid approved SJR 0% 100%
EVP 0% 100%
Engineering Services *3 *3
Right-of-Way 100%*4 0%
Street Lights 0% 100%
Noise Walls 100%, if not previously notified*5 100%, if previously notified*5
*1 The County pays for 100% of Standard Median Design such as plain concrete. If a local unit of government requests decorative
median such as brick, stamped concrete, or landscaping, the local unit will pay the additional cost above the cost of standard
median.
*2 In the event no State Aid is being used, or in the event the state aid letter does not determine cost split percentages, drainage cost
shares will be computed by the proportion of contributing flow outside the County right of way to the total contributing flow.
*3 Engineering shall be paid by the Lead Agency except that any participating agency will pay construction engineering in the amount
of 8% of the construction costs paid by that agency.
*4 In the event that the Township or City requests purchase of right-of-way in excess of those rights-of-way required by County
construction, the Township or City participates to the extent an agreement can be reached in these properties. For instance, a
Township or City may request a sidewalk be constructed alongside a County roadway which would require additional right-of-way, in
which case the Township or City may pay for that portion of the right-of-way. Acquisition of right-of-way for new alignments shall be
the responsibility of the Township or City in which the alignment is located. This provision may be waived by agreement with the
County Board if the roadway replaces an existing alignment and the local unit of government takes jurisdiction of that existing
alignment. In addition, any costs, including right-of-way costs, incurred by the County because a Township or City did not acquire
sufficient right-of-way during the platting process or redevelopment process as requested by the County shall be paid by the
Township or City.
*5 Notification includes any letter to the agency indicating that noise will potentially be an issue in the future, likely received during the
Plat Review Process. Maintenance shall be the responsibility of the agency paying for the initial installation. When the County is the
responsible agency, it shall pay 100% of Standard Noise Wall Cost. If a local agency requests decorative noise walls, the
requesting agency will pay the additional cost above the cost of standard noise wall.
56
1
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 6
STAFF ORIGINATOR: Jolleen Chaika, City Clerk
WORK SESSION DATE: April 1, 2024
TOPIC: Review/Discuss 2014 Fire Department Analysis
______________________________________________________________________________
BACKGROUND
At the March 25, 2024, City Council work session, Council held preliminary, high-level discussion
on the topic of further analysis of the fire department and the current public safety model
following Mayor Rafferty distribution of the 2014 Fire Department Analysis on March 11, 2024.
In an effort to allow for a more robust discussion, it was the consensus of the Council to move
this item to the April work session. The 2014 Fire Department Analysis has been attached again
for reference.
REQUESTED COUNCIL DIRECTION
None. For review and discussion purposes only.
ATTACHMENTS
2014 Fire Department Analysis
57
CITY COUNCIL
AGENDA ITEM 3A
STAFF ORIGINATOR: Jeff Karlson
MEETING DATE: May 27, 2014
TOPIC: Fire Department Analysis
VOTE REQUIRED: 3/5
INTRODUCTION
Springsted, Inc. has completed the Fire Department Analysis and will present its findings at the
May 27 meeting. The project manager, Dave Unmacht, and the fire services consultant, Pat
Simpson, will be available by phone to summarize the report.
BACKGROUND
On March 10, 2014, the City Council authorized Springsted, Inc. to complete an analysis of
service delivery options for a municipal fire department. Springsted identified five specific
components to the scope of services:
1. Provide an overview of baseline fire service, including risk, demand, deployment, and
response time.
2. Identify different options and models for organizing a fire department.
3. Evaluate adding one facility with a preliminary location on Birch Street.
4. Develop a list of essential needs required to begin a new fire department.
5. Identify pros and cons of combining the police and fire department.
In their analysis, Springsted presented six options for providing fire service to the Lino Lakes
community. The fire committee is recommending that all but two options be eliminated,
including the option of staying with the Centennial Fire District, which has proven to be the most
difficult option given Centerville’s and Circle Pines’ reluctance to amend the governance
structure in the Joint Powers Agreement. The two most viable options are to create a new Lino
Lakes Fire Department or to incorporate fire services into the Public Safety Department.
Creating a new Lino Lakes Fire Department was the initial policy direction of the City Council
based on several assumptions that were made from the outset. Many of these assumptions were
confirmed in the Springsted report, which are as follows:
1.Lino Lakes is 70% of the Centennial Fire District’s population and growing, while
Centerville and Circle Pines are mostly built out. This disparity will keep growing and
more of the service deliveries and fire safety issues will occur in Lino Lakes.
2. The new LLFD will need at least one new station on Birch Street to cover the southern
area of the city.
58
Item 6 Attachment
3. Annual operating costs for a new fire department with two stations would be
approximately the same as the current annual contribution to the Centennial Fire District.
Capital costs will be financed through bonds with a 15-20 year repayment schedule.
4. A new fire station in the southern portion of the Lino Lakes would have been necessary
in the near future even if Lino Lakes stayed with the CFD, with Lino Lakes paying 100%
of the construction costs.
5. Creating a new LLFD will still necessitate entering into mutual aid agreements with other
municipal jurisdictions.
6. Startup costs for a new fire department consists of capital costs for construction of the
new station and purchase of fire apparatus, in addition to the costs of recruiting, training,
and outfitting new personnel.
A preliminary cost assessment for a new fire department is included in Springsted’s report.
Their cost projections for operations, apparatus, training, and turnout gear are generally worse
case scenarios and the actual costs will likely be much less, especially given that Lino Lakes will
acquire 68% of the District’s equipment assets and retain current CFD fire personnel.
Because of the two-year transition timeline from the date the withdrawal notice was given to the
Centennial Fire District (January 28, 2014), it is critical that the Council act quickly on a
decision to move this forward.
As noted earlier, the fire committee reviewed the options in the report and recommends that the
Council strongly consider incorporating fire operations into the Public Safety Department. The
pros and cons of a combined police and fire department model are identified in the report. Also
included in the report is a conceptual organizational structure with two career deputy directors,
one for police operations and one for fire operations. Both would report to the Public Safety
Director.
If the Council agrees that the City should move forward to Phase II of the fire department
analysis, the next step would be to authorize staff to move forward with implementation of the
preferred option, which is to combine police and fire operations into a Public Safety Department.
Implementation would include the following:
1. Contact architectural firms to begin the process of site location and building design for
the new fire station.
2. Contract with consultants who can assist the City in developing a business model that
includes capital, staffing and personnel, operational and facility needs.
3. Begin recruiting and training efforts for new fire personnel.
4. Develop a thorough and easily understandable phasing plan that addresses all aspects
within the analysis and any other issues that come up during the implementation phase.
5. Create job descriptions for new personnel and conduct a compensation study.
6. Hire personnel to expedite the implementation of fire operations in the Public Safety
Department.
7. Establish a fire relief pension fund that will attract new recruits and current CFD
firefighters.
RECOMMENDATION
Direct staff to proceed with Phase II of the fire department analysis, which would incorporate
fire services in the Public Safety Department.
59
City of Lino Lakes, Minnesota
Fire Department Analysis
David Unmacht and Pat Simpson
Springsted Incorporated
May 27, 2014
60
Lino Lakes, Minnesota – Fire Department Analysis Page 1
Table of Contents
I. The Fire Study ......................................................................................................................................... 2
II. The Study Process ................................................................................................................................. 2
III. Overview of Baseline Fire Service (Risk Demand, Deployment and Response Time) .................. 3
Centennial Fire District (CFD) ................................................................................................................. 3
Personnel and Staffing .............................................................................................................................. 4
Risk, Demand, Deployment ...................................................................................................................... 5
Population Growth and Development ....................................................................................................... 5
Incident Type Trends ................................................................................................................................ 8
Geospatial Mapping of Fire and EMS Demand ........................................................................................ 9
Total Response Time Analysis ............................................................................................................... 12
Station Location Analysis ....................................................................................................................... 13
IV. Identify Different Options and Models for Organizing a Fire Department .................................. 16
Option 1 – Stay with current Fire Protection District ............................................................................. 17
Option 2 – Create a new Lino Lakes Fire Department (LLFD) .............................................................. 17
Option 3 – Contract for fire services with another fire department(s) .................................................... 18
Option 4 – Establish a new District with additional jurisdictions ........................................................... 18
Option 5 – New city department and contract for services with Centerville and Circle Pines ............... 21
Option 6 – Create a Public Safety Department combining Police and Fire functions ............................ 21
V. Evaluate Adding One Facility with a Preliminary Location on Birch Street ................................. 24
Recommended Lino Lakes Birch Street Station ..................................................................................... 24
VI. Develop a List of Essential Requirements to Begin a New Fire Department ................................ 27
National Standards for Fire Suppression ................................................................................................. 27
OSHA Regulations .................................................................................................................................. 28
Insurance Services Office (ISO) ............................................................................................................. 29
Lino Lakes Fire Department Equipment Needs ...................................................................................... 29
Preliminary Cost Assessment .................................................................................................................. 29
Volunteer Recruitment and Retention ..................................................................................................... 32
APPENDIX A ............................................................................................................................................ 35
61
Lino Lakes, Minnesota – Fire Department Analysis Page 2
I. The Fire Study
The City of Lino Lakes is exploring options to initiate a municipal fire department. To assist in this
process they contracted with Springsted Incorporated to complete a high level analysis of service delivery
options. The purpose of this study is to provide information to the City and to provide policy guidance for
the City Council. There are five specific components to the scope of services:
1. Provide an overview of baseline fire service including risk, demand, deployment
and response time.
2. Identify different options and models for organizing a fire department.
3. Evaluate adding one-facility with a preliminary location on Birch Street.
4. Develop a list of essential needs required to begin a new Fire Department.
5. Identify pros and cons of combining the police and fire department.
This study was initiated by the City for governance, policy and financial considerations. This is not a
program evaluation or study of the performance of the Centennial Fire District. Testimony indicated that
the Fire District was providing very good service; however, in recent months the City was involved in
discussions on broader, more policy-based concerns. In order to ensure a thorough analysis, we created
our draft report with sections that define each of the five individual components of this scope of services.
During the course of the study, we determined that the discussion of a combined fire/police structure was
more appropriately included with the other options and models for organizing a fire department. That
discussion was moved accordingly, leaving four distinct sections in the report which cover the first four
points listed above.
The City Council encouraged the consultants to use the expertise and experience of the city staff and they
have been involved in the discussion, analysis and development of the concepts and ideas contained in the
report. The City Council is also studying the fire pension plan as a complement component to the baseline
fire analysis.
II. The Study Process
To date, the study process involved the following 12 steps:
1. Individual interviews with the Mayor and each City Council member
2. Interviews with the Police Chief, City Administrator and Community Development Director
3. Interviews with the Fire Chief, Fire Department command staff, and Firefighters
4. Interviews with the City Administrators in Circle Pines and Centerville and the Anoka County
911 Director
5. General interview with a metropolitan Fire Chief and official with the Minnesota Fire Chiefs
Association
6. Tour and drive through the community
7. Review and evaluation of existing fire department data
8. Preparation of Working Notes for City Staff briefing held on April 16
9. Develop Draft Fire Study Analysis
10. Present Draft Fire Study Analysis to City officials on May 15
11. Prepare Fire Department Analysis
12. Present the Fire Department Analysis to the City Council on May 27
62
Lino Lakes, Minnesota – Fire Department Analysis Page 3
III. Overview of Baseline Fire Service (Risk Demand, Deployment and Response Time)
On May 11, 1955, the Village of Lino Lakes was incorporated. It covered the original Centerville
Township, with the exception of the Village of Centerville and the Village of Circle Pines, and was
comprised of 21,000 acres of land and 1,800 citizens. In 1972, the State Legislature passed a law
changing all Minnesota villages to cities, hence Lino Lakes' current status.
Fire protection in Centerville Township began in the Village of Centerville and in the Village of Circle
Pines. Before 1955, the Township received fire services from Circle Pines in the west and Centerville in
the east. After incorporation of the Village of Lino Lakes, the fire services continued with the Centerville
Fire Department, which covered Centerville and the eastern portion of Lino Lakes; the Circle Pines Fire
Department, which covered Circle Pines; and the Lexington Fire Department, which covered the western
portion of Lino Lakes. The Centennial Fire District was formed in 1985 with a joint powers agreement
between the cities of Centerville, Circle Pines and Lino Lakes. The existing fire departments from Circle
Pines and Centerville were combined into the fire district as a starting point.
The existing stations in Centerville and Circle Pines were used as Centennial stations, and in 1987, a Lino
Lakes station was opened in an existing structure.
In 1990, the fire district began upgrading its equipment and facilities. A new Lino Lakes fire station was
built in 1991, a Centerville fire station/city hall was built in 1992, and a new Circle Pines fire station was
built in 1999. The district’s equipment was also upgraded during this time, with major upgrades including
the following:
1990: Two new rescue units replaced three existing units.
1992: Two new tankers replaced 1956, 1962 and 1969 units. The chassis for these tankers were
purchased with donations.
1993: Two new light rescues were received. One of the light rescues was purchased with
donations.
1994: Three new grass units replaced 1953, 1954 and 1974 units.
1996: A new pumper replaced a 1975 unit.
1997: A new light rescue unit replaced a heavier 1990 unit.
2000: A new pumper with ladder replaced a 1976 pumper. A new six wheel ATV replaced a
1965 tracked unit.
2001: A pumper replaced a 1983 pumper.
The Centennial Fire District (CFD) currently has 60 personnel in three stations, responding to about 1,000
calls for service annually. The 2014 budget is $869,447. The capital costs for buildings are not included
in the CFD budget. The CFD provides service to 29,528 residents based on 2012 population estimates
from the Census Bureau. This equates to a gross cost per resident served of $29.44, while staffing at 2.03
firefighters per thousand population.
Centennial Fire District (CFD)
The Centennial Fire District was created in 1985 as a joint powers agreement of Lino Lakes, Circle Pines,
and Centerville; it superseded the old contracted services agreement between Lino Lakes which had no
63
Lino Lakes, Minnesota – Fire Department Analysis Page 4
fire department; and Circle Pines and Centerville which had long-established fire departments. The joint
powers agreement was substantially revised in 1990, making several significant changes, including a
funding formula for jurisdictions; a capital equipment fund; a steering committee to oversee governance;
and selection of a career fire chief to administer the department. Under the agreement, each city is
responsible for building its own facilities.
Personnel and Staffing
CFD currently has 60 members, including a career Fire Chief, two Fire Technicians, and one specialist in
recruitment and retention. (The Fire Chief recently resigned and accepted a new position; the CFD is now
in a period of transition at the Chief level.) A copy of the present organizational chart is included in
Appendix A. The Department provides emergency response to fires, medical calls, and specialized
tactical rescue incidents. Additionally the Department has a full spectrum of fire prevention and public
fire safety education services.
CFD operates from three stations located strategically across the service area. Station #1 is located in
Circle Pines at 2 East Road; Station #2 is located in Lino Lakes at 7741 Lake Drive; and Station #3 is
located in Centerville at 1880 Main Street. All stations are 20 to 25 years old with masonry construction.
Each is a 3-bay drive-through design with adequate space for operations. The stations are located in the
northwestern, east, and southwestern areas of the district. Each station contains an engine, rescue, and
grass unit. Additionally, Station #2 has a quint which provides aerial capabilities in addition to engine
function. Stations #2 and #3 each have tankers for water in non-hydranted areas. Station #1 also has a
command/service unit. This resource allocation has equipment evenly distributed among the stations.
The Department apparatus includes:
Station #1 E-11 1,250 gpm pumper
R-11 Ford heavy duty pickup with cover
G-11 Grass unit with 30 gallons of water
U-12 Command/service unit
U-14 Polaris 6x6 ATV
Station #2 A-21 65 foot quint with 1,500 gpm pump
R-21 Ford heavy duty pickup with cover
T-21 1,800 gallon tanker with 250 gpm pump
G-21 4x4 grass unit with 115 gallons of water
Car#1 Ford Explorer Chief’s unit
Station #3 E-31 1250 gpm pumper
R-31 Ford heavy duty pickup with cover
T-31 1,800 gallon tanker with 250 gpm pumper
G-31 4x4 grass unit with 115 gallons of water
Stations and apparatus are in good repair and well maintained. The District has an apparatus replacement
schedule and sets aside capital funds for this need.
64
Lino Lakes, Minnesota – Fire Department Analysis Page 5
Risk, Demand, Deployment
The District is a suburban community with a population density of approximately 800 citizens per square
mile. Most of the jurisdiction is residential area with pockets of commercial development. There are no
large hazardous material generation facilities and manufacturing is mostly light use. The main risk to the
community is the two interstates I-35E and I-35W which run along the eastern and western edges of the
city and the number of lakes and wetland areas. Hazardous material moving by truck presents constant
risk to the community on these two interstates and recreational uses of the lakes do present medical
emergencies and incidents.
Current emergency calls for the district are about 1,000 per year including fire, rescue, and several types
of other emergent calls. From department data it appears that almost 75% of calls are EMS calls which
would equate to about two calls per day. Fires, alarms, good intent, hazardous situations and weather
related calls add less than one (0.8) calls per day.
The only area of deployment which presents concern is the southern part of Lino Lakes, which is
separated by lakes and few direct roads. This area has numerous developments which also contain cul-de-
sacs and dead end streets, which severely impede emergency response. Also the area east on I-35E has
access issues since some locations can only be reached by going several miles out of the way to get across
the interstate.
Population Growth and Development
The District’s population has experienced steady growth over the past 25 years, with most of that growth
occurring in Lino Lakes. The CFD’s total population was approximately 15,250 in the 1990 Census,
growing to 24,900 in the 2000 Census. The population has continued to rise, reaching nearly 29,000 in
the 2010 Census, and over 29,500 in 2012. Forecasts from the Metropolitan Council estimate the
District’s population will be more than 35,000 by 2020 and over 40,000 by 2030.
During this period, Lino Lakes saw the majority share of population growth. The city grew from 8,839 in
the 1990 Census, to 16,985 in 2000, an increase of 92%. The city grew another 19% over the next
decade, reaching a population of 20,263 in the 2010 Census. This rapid growth has meant that Lino
Lakes’ proportion of CFD’s total population has increased. In 1990, Lino Lakes represented 58% of the
District’s population. By 2000, the proportion had risen to 68%. The city currently represents about 70%
of the District’s total population, and will be more than 75% according to the 2030 forecast.
Figure 1 shows the population growth in the Centennial Fire District since 1990, as well as the
Metropolitan Council’s forecasts through 2030.
65
Lino Lakes, Minnesota – Fire Department Analysis Page 6
Figure 1: Actual (solid) and Projected (starred) Population, 1990-2030
Figure 2 shows us the District’s population density (compiled using 2010 United States Census data). The
map shows that Lino Lakes, unlike most other cities (which usually have very homogeneous population
densities), has a large spectrum of population densities ranging from rural to metropolitan.1 The key to
providing good fire service is to make sure that apparatus deployment is tailored to these differences in
population density. Generally, the area west of Interstate 35 is "urban" in nature and well covered by
Station 2 (Lino Lakes station). Southern Lino Lakes is disconnected from the north portion of Lino Lakes
by the Rice Creek Chain of Lakes Regional Park Reserve which runs through the city. Southern Lino
Lakes has a combination of suburban, urban, and metropolitan areas. The eastern side of southern Lino
Lakes, right on the border with Circle Pines, has an urban population density. The neighborhood around
Birchwood Acres Park is metropolitan, and areas further south and east of this area are suburban.
Suburban population density in southern Lino Lakes stretches all the way east to Centerville Road.
Although these “suburban" areas are, currently, not as populated as neighborhoods in northwest Lino
Lakes, this is expected to change over time with continuing development. The Lino Lakes
Comprehensive Plan forecasts that southern Lino Lakes will eventually be as populated as the northwest.
1 The term "metropolitan" may be a bit misleading, because a population density of 3,000 people per square mile is
not typically thought of as metropolitan, but this is how the National Fire Protection Association defines population
density and makes response time recommendations accordingly.
66
Lino Lakes, Minnesota – Fire Department Analysis Page 7
Figure 2: Population Density, Census 2010
67
Lino Lakes, Minnesota – Fire Department Analysis Page 8
Incident Type Trends
Figure 3 shows incident type trends over the last four years. In this analysis, we are only looking at
incidents that occurred in Lino Lakes, rather than the entire Centennial Fire District. Ideally, we would
have had more years of data to analyze. This would have given us a more concrete look at incident trends
(more than four data points are desirable for determining trends). However, this figure does provide some
level of insight with regard to emergency services demand and incident type trends. EMS incidents
account for the vast majority of incidents. In 2012, for unknown reasons, there was a relatively large
spike in EMS calls within Lino Lakes.2 In that same year, there was an associated fall in “other” calls. It
may be that some form of reporting issue or change in National Fire Incident Reporting System (NFIRS)
coding scheme caused this result. Over the last four years, fire incidents held steady.
Figure 3: Incident Type Trends by Year, 2010-2013
2 This spike was not found when analyzing data for all of the Centennial Fire District.
68
Lino Lakes, Minnesota – Fire Department Analysis Page 9
Geospatial Mapping of Fire and EMS Demand
This section maps out fire and EMS incident densities using GIS software. This allows us to pinpoint
high-demand areas (or hotspots). As opposed to the incident type trend analysis above, which was
limited strictly to calls within Lino Lakes, this hotspot analysis includes data from all CFD incidents.
Figure 4: Fire Incident Density, 2010-2013
69
Lino Lakes, Minnesota – Fire Department Analysis Page 10
The fire incident density map includes all incidents classified as a fire within the NFIRS database (based
on fire department reports of the incident). This includes structure fires, vehicle fires, and outside fires.
Based on the fire density map, we identified hotspots located in the following areas:
• Area around Town Center Parkway (YMCA, Lino Lakes Assisted Living)
• Area around intersection of Lake Drive and Pine Drive (in Circle Pines)
• Lexington Park Area (in Circle Pines)
• Main Street between 20th Ave N and 21st Ave N (in Centerville)
All of these hotspots are within close reach of a current fire station. In terms of fire density specifically in
Lino Lakes, the area around Town Center Parkway is the only significant fire hotspot. The rest of the
hotspots are found outside the of the Lino Lakes city limits, in either Circle Pines or Centerville.
EMS incident density, as shown in Figure 5 on the following page, is typically very closely related to
both fire density and population density. The EMS density map shows that EMS hotspots exist in all of
the locations where fire hotspots were found, but that the EMS hotspots are all slightly larger in size. It is
apparent that high EMS density extends all along Interstate 35 from Station 1 (Circle Pines) all the way to
Station 2 (Lino Lakes). In addition, there are some EMS hotspots in areas where there are higher
population densities. The population density map shown earlier showed a significant population density
in the neighborhood around Birchwood Acres Park. We expected to find and did find high EMS demand
in this area. Using the EMS incident density map, we identified the following EMS hotspot areas:
• Interstate 35 from Station 1 to Station 2
• Neighborhood around Birchwood Acres Park
• Main Street between 20th Ave N and 21st Ave N (Centerville)
The only hotspot not easily reachable from a CFD fire station is the southern portion of Lino Lakes. There
is a significant EMS hotspot in the area around Birchwood Acres Park and smaller hotspots along Birch
Street going east.
70
Lino Lakes, Minnesota – Fire Department Analysis Page 11
Figure 5: EMS Incident Density, 2010-2013
71
Lino Lakes, Minnesota – Fire Department Analysis Page 12
Total Response Time Analysis
Although we wanted to evaluate all of the response time segments for this study (call-processing, turnout,
travel, and total response time), data limitations meant that we were only able to analyze total response
time. Total response (or reflex time) is the most important time segment, because it combines all of the
individual time segments and is one of the primary measures by which the public evaluates the
effectiveness of fire and EMS service.
The NFPA describes total response time as including three phases: “Phase One – Alarm Handling Time;
Phase Two – Turnout Time and Travel Time; and Phase Three – Initiating Action/Intervention Time.”
According to NFPA 1720, rural areas should have a total response time (dispatch to unit arrival) of less
than 14 minutes, the suburban areas less than 10 minutes, and the urban and metropolitan areas less than 9
minutes. Because Lino Lakes has areas that fall into different population density classifications, and thus
have different NFPA 1720 response time standards, it would have been ideal to analyze response times by
the different planning areas. This would allow us to judge how well different parts of Lino Lakes are
meeting the NFPA 1720 standard. At the moment, we do not have the necessary planning area shapefile
to do this analysis, but can update this analysis if this shapefile is provided. A shapefile is a popular
geospatial vector data format for geographic information system (GIS) software.
Figure 6 shows the total response time for the first-arriving unit by hour of the day, and Table 1 shows the
total response time for the first-arriving unit by incident type. The total response time for EMS incidents
was 10:07, which is excellent for rural responses, acceptable for urban and suburban responses, and sub-
par for metropolitan responses. Fire and special-operations incidents had a slightly slower response time
of 11:00, which is acceptable for rural responses, but on the slow side for areas of higher population
density. Again, this analysis could be more targeted to different areas of the city if a planning area
shapefile is provided.
Figure 6. Total Response Time (First-Arriving Unit) by Hour of the Day, 2010-2013
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Table 1. Total Response Time (First-Arriving Unit) by Incident Type, 2010-2013
Station Location Analysis
In this section, we present an analysis of fire station locations using Geographic Information System
(GIS) software (ArcGIS 10).
Figure 7 shows the theoretical travel time from the three current CFD fire stations. Areas in dark green
can theoretically be reached in six minutes; light green areas in nine minutes; and areas in gray can be
reached in 14 minutes. According to NFPA 1720, rural areas should have a total response time (dispatch
to unit arrival) of less than 14 minutes, the suburban areas less than 10 minutes, and the urban and
metropolitan areas less than 9 minutes. Assuming four minutes for volunteers to respond to the station
and turnout, travel times should be around 10, 6, and 5-minutes for rural, suburban, and urban areas
respectively.
Metropolitan Areas – The metropolitan area in southeast Lino Lakes is not adequately covered from the
Circle Pines station within the necessary 5-minute travel time. Travel times are likely closer to 7 minutes
for this area.
Urban Areas – Most of the urban northwest is appropriately covered with a 5-minute drive time. There is
a very small area in the very northwest that may take a little longer to reach, but the standard allows 20
percent of calls to exceed the response time standard. Because most of the areas of highest demand in
northwest Lino Lakes are near Station 1, Lino Lakes likely is meeting the NFPA 1720 standard for this
part of the city. There is also another “urban” area in the very southwest portion of Lino Lakes. This area
is adequately covered from the Circle Pines station.
Suburban Areas – Particularly problematic is the southern suburban area within Lino Lakes. Although a
6-minute travel time (assuming a 4-minute turnout time) is recommended by NFPA 1720 for this area
based on population density, it is clear that this travel time cannot be achieved with the current fire station
configuration. Travel times to this area are shown in gray, indicating travel times of 9 to 14 minutes can
be expected.
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Lino Lakes, Minnesota – Fire Department Analysis Page 14
Figure 7: Drive Time from Current CFD Station Layout
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Figure 8 shows travel time from only the Lino Lakes station. This map shows that, without building a
southern Lino Lakes station or continuing to receive responses from the Circle Pines station, there is
almost no coverage for southern Lino Lakes. A single Lino Lakes station serving the whole city would
provide significantly less coverage than the current Centennial Fire District status quo.
Figure 8: Drive Time from Lino Lakes Station Only
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IV. Identify Different Options and Models for Organizing a Fire Department
In January of 2014, the City of Lino Lakes withdrew from the Centennial Fire District. The details of the
withdrawal process are a work in progress and include a two-year transition timeline.
It is important to note in this analysis that regardless of the option selected by the City, fire service is
becoming more and more collaborative and Lino Lakes will want to partner with other fire service
agencies to provide successful fire service to the community. In our analysis, we believe there are six
distinct options for providing fire service to the Lino Lakes community. They are, in no particular order:
1. Stay with current Fire Protection District
2. Create a new Lino Lakes Fire Department
3. Contract for fire service with another department(s)
4. Establish a new district with additional jurisdictions
5. New city department but contract services with Centerville and Circle Pines
6. Create a Public Safety Department combining Police and Fire functions
In practice, organizational leaders design or redesign their organizational structure to increase
coordination and integration of services, to combine similar functions, and/or to alter the present span of
control environment. Cost savings can be an important outcome, but should not be the sole determinant
or consideration. It is also very important to note that in some instances, there may be an up-front
investment of resources required to create or change a structure; this is clearly the case with starting a new
fire department. Each of these considerations – and more – should be included in any deliberations on the
structure of a department or an organization.
Previous experiences in reorganization efforts have identified five specific rationales for when
reorganization may be a positive outcome:
• To improve integration and coordination of work in units that share functional areas.
• To rectify situations where span of control is spread too thin and not efficient.
• To provide focus on organizational and strategic issues.
• To repair existing structures which do not meet current expectations, standards or trends.
• To enhance the level of organizational consistency in policy, operations and culture.
Similarly, we identify five pitfalls to avoid in a potential reorganization:
• Reorganizing around current personalities.
• Reorganizing out of convenience, as opposed to logic and anticipated outcomes.
• Reorganizing around historical conflicts or problems.
• Reorganizing to consolidate control and power (or to take it away).
• Reorganizing believing that restructuring by itself will fix all organizational issues.
Catalysts to changing structures often come in several forms: a change in personnel (generally when a top
administrator leaves or retires); a facility/space change (a new or renovated building); a change in policy
from the City Council; and/or a change in client service philosophy (a city seeks to gain efficiencies
through integration and improved client coordination and access to services). It is not uncommon for
local governments to have several motivations at work at the same time.
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Option 1 – Stay with current Fire Protection District
This option is certainly the simplest and at the same time the most difficult option for Lino Lakes. The
current District governing system is a 25-year-old document designed when individual community
demographics and populations were similar. Today, Lino Lakes is 70% of the district’s population and
growing, while Centerville and Circle Pines are mostly built out. This means the disparity will keep
growing and more of the service deliveries and fire safety issues will happen in Lino Lakes.
Currently, the joint power agreement has the Steering Committee as the main administrative body of the
district, providing each jurisdiction with an equal representation and thus equal vote in policy matters of
the district. This process has been unchanged since 1990, while the district has grown and matured for a
quarter of a century.
In discussions with officials from all three cities, it was the consensus that it is time to open up the entire
Joint Powers Agreement and build something which will work for today and the next 20 years. Not only
should representation and voting be reworked, but the funding formula, human resources, accounting
processes, and departmental operational guidelines should be updated and reviewed regularly to keep
current with District and member city goals and objectives.
The Springsted team believes that the current Centennial Fire District can be improved and could work
for years to come, but today it appears that this will require the use of a very experienced dispute
resolution professional to get to the root of many issues and find, if not common ground, ways to build
consensus. This process will likely require several joint jurisdictional sessions as well as individual
meetings between the resolution specialist and each city. Also, once revised and approved the document
should be opened and discussed at least every other year to identify areas of concern and address the
issues before they become problems.
An important point of consideration is that if the CFD joint powers agreement were amended and
updated, it would remain a priority to build a fourth station in the southern part of Lino Lakes to provide
emergency services at benchmark standards to the citizens of this area. Additional capital equipment
would also be needed to provide the additional service.
Option 2 – Create a new Lino Lakes Fire Department (LLFD)
Creating a new Lino Lakes Fire Department is a policy option of the City Council. The new department
would already have the fire station at 7741 Lake Drive, as well as apparatus and equipment from the
distribution of CFD assets. Additionally, it is likely that some of the current volunteer firefighters who
reside in Lino Lakes would join the new organization. However, the City will have start-up costs to begin
its own fire department.
As is well understood and documented in this analysis, the new LLFD would need at least one new
station to cover the southern area of the jurisdiction (see Section V below). Additionally, there would be
fire apparatus and major firefighting equipment to be purchased (see Section VI below). Finally, subject
to the dissolution process, it is very likely that additional firefighters would need to be recruited, trained,
and certified to bring staffing up to levels adequate to deliver emergency services per national standards
and public safety expectations.
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Some of the major steps that need to be undertaken if the City pursues its own fire department include:
• Determine what equipment and assets are transferable from the CFD
• Determine need for and location of new station in the south portion of the City
• Adopt an organizational concept for the Department structure
• Develop a job description for the Fire Chief (or appropriately titled head of the fire service)
• Recruit and hire the head of the fire service
• Determine which CFD personnel will transfer to the new City Department
• Develop a recruitment and retention plan
• Develop standard operating guidelines (SOGs) and policies to operate a fire department
• Reach out to neighboring jurisdictions to explore collaborations and mutual aid
In addition to the process to design, implement and administer a new fire department, the city
administration and related support departments (finance, human resources, facilities, information
technology) would also need to plan for increases in their work load and responsibilities. We encourage
the City Council and administrative departments to explore the ongoing maintenance and support
requirements that come with a fire department. These may or may not be onerous, but they will be new,
and it is important that the tangible and intangible effects of adding a new department to the city are
understood. This includes the commitment the City Council would be taking on with its responsibilities
for a fire service, as this would be totally new within the framework of Lino Lakes City Hall.
Option 3 – Contract for fire services with another fire department(s)
Another logical option would be to return to what was used 30 years ago, and contract with outside
jurisdictions for fire services. This plan would mean Lino Lakes simply pays an annual fee to receive a
specific level of emergency services from neighboring jurisdictions. The key to such contracting
arrangements is to be sure the services received meet or exceed current standards. This means the
contracts must specify response requirements and have a way to measure and assure that standards are
being met.
Without a detailed analysis, it appears that Lino Lakes would need to use three outside jurisdictions to get
the resources needed for an adequate level of response. These would include Lake Johanna for coverage
of southern areas; Hugo for eastern areas; and Blaine for northern and western areas. The northernmost
area of Lino Lakes may also need to be evaluated for a possible 4th responder. Use of NFPA 1720
standards would serve as a basis to assure adequate coverage. This option would give Lino Lakes
adequate fire/EMS coverage, but would mean minimal local control of operations, since the City would
be contracting to use other jurisdictions’ resources and personnel.
Option 4 – Establish a new District with additional jurisdictions
Today, with more challenging emergency incident mitigation and the ever-growing costs of firefighting
resources, more areas are developing larger fire protection districts to address these needs. The days of a
single city being able to handle its entire emergency services requirements are gone. Even the state’s
largest municipalities like Minneapolis and St Paul have turned to tiered response with outside agencies.
A new fire protection district involving communities such as Lino Lakes, Circle Pines, Centerville, and
Blaine, Lake Johanna, Hugo, and White Bear Lake may be a long term future possibility. Such a
partnership would bring together enough resources to handle nearly any call, as well as resources to move
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up and cover the cities while resources are committed to the call. Such systems use an automatic box
alarm or pre-designated set of fire apparatus to design a predetermined response of up to seven alarms for
use by dispatch personnel to get the resources on the way quickly and efficiently. Box alarm systems are
becoming a best practice for collaboration with other departments.
Table 2, on the following page, shows the box alarm system used by Chanhassen Fire Department,
cooperating with over a dozen neighboring jurisdictions to address their individual and shared needs.
Some of the responses are automatic aid and some are mutual aid. The bottom line is that this system
provides enough resources to an incident to safely resolve the incident, while reserve resources provide
backup so that each participant is covered for additional calls. The Chanhassen area is much more
densely populated and has many large industrial risks, so this example is larger than that needed by Lino
Lakes, but the process is similar.
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Table 2. Chanhassen Fire Box Alarm System
Station 1 Station 2 Station 3 (Planned)
All Call*Chanhassen Chanhassen Chanhassen
Utilities
EMS***Ridgeview Ridgeview Ridgeview
Eden Prairie Eden Prairie Eden Prairie
Engine Excelsior Excelsior Chaska**Tender 1 Victoria
Engine Minnetonka Minnetonka Shapkopee**Tender 2 Carver
Ladder Eden Prairie Eden Prairie Eden Prairie Tender 3 Colgne
Patching
Air Truck Minnetonka Minnetonka Minnetonka Tender 4 Waconia
Engine Chaska Chaska Excelsior Tender 5 Prior Lake
Engine Victoria Victoria Victoria Tender 6 Chaska
Ladder Minnetonka Minnetonka Minnetonka Tender 7 Shapkopee
Mutual Aid Chiefs Hopkins/Edina Hopkins/Edina Hopkins/Edina Tender 8 St Boni
LSU Rehab Excelsior/SW Metro Bus Excelsior/SW Metro Bus Excelsior/SW Metro Bus Tender 9 Mound
Engine Edina Edina Edina
Engine Hopkins Hopkins Hopkins
Ladder Chaska Chaska Chaska
Mutual Aid Chiefs Bloomington/SLP Bloomington/SLP Bloomington/SLP
Command Van SLP SLP SLP
Air Truck Bloomington Bloomington Bloomington
Engine Carver Carver Carver
Engine Bloomington Bloomington Bloomington
Ladder Shapkopee Shapkopee Shapkopee
LSU Rehab Eden Prairie/Gold. Val. Eden Prairie/Gold. Val. Eden Prairie/Gold. Val.
Engine Victoria Victoria Victoria
Engine Wayzata Wayzata Colgne
Engine SLP SLP SLP
Engine Waconia Waconia Waconia
Engine Mound Mound Mound
Engine Plymouth Plymouth Plymouth
Engine Colgne Colgne Wayzata
Engine Richfield Richfield Jordan
Engine St Boni St Boni Savage
Engine Long Lake Long Lake Prior Lake
*IC initiates all call via 3rd page once structure fire is confirmed.
** For areas with no hydrants, the normal box assignments apply. Request "Pumper/Tankers from Chaska/Shakopee in lieu of engines on the 1st Alarm.
**Tenders (Tankers) are requested as needed in order.
Stand by coverage beyond the call should be filled with the initial alarm once confirmed.
***EMS resource to be dedicated to reponder health & Safety.
Request Disaptch to set up patch for MA Depts that do not have Carver County Fireground Tactical Channels
N/A
Excel/Centerpoint/MN Valley CoopInitial
Alarm
*Confirmed Structure Fire - Request Carver County Fireground Tactical Channel & 3rd Page for Manpower
2nd
Alarm
3rd
Alarm
4th
Alarm
5th
Alarm
6th
Alarm
N/A
N/A
N/A
All Structure Fires - Box Alarm Assignment Grid
Lyman & South
No Hydrants
Chanhassen
Various, mostly south of
Pioneer Trail**
N/A
Stand By Engine Company @ CFD #1 N/A
North of Lyman &
East of Galpin West of Galpin
Response Area
Map
1st
Alarm
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Lino Lakes, Minnesota – Fire Department Analysis Page 21
Option 5 – New city department and contract for services with Centerville and Circle Pines
This option is actually the reverse of the City’s past fire service experience, where Lino Lakes started out
using contracted services from Centerville and Circle Pines to provide fire coverage to the newly formed
city. This option would mean that Lino Lakes would be the service provider, and Centerville and Circle
Pines would pay an annual, contracted fee for their fire services.
This option would provide Lino Lakes with total control of the fire department and all the elements of
operation and administration. LLFD would need to provide a prescribed level of service, and document
these service measures on a pre-determined basis. This option is very straightforward, but would involve
the support and partnership with the other two cities to proceed.
Option 6 – Create a Public Safety Department combining Police and Fire functions
This option shares similarities with Option 2, in that it involves bringing the functions of a Fire
Department into the governance structure of Lino Lakes. This option differs from the earlier one in that it
combines fire and law enforcement functions into an integrated Public Safety Department.
The concept of combined Public Safety Departments became popular in the 1970s. The idea at the time
was to professionalize paid-on-call fire operations at a time when full-time, paid fire professionals were
limited to large cities. Today, many communities in the metropolitan area have a professional chief, a
limited paid support staff (fire marshal, inspector, or office support), and paid on-call fire fighters.
Several reasons exist to explore a combined police and fire department model:
• Eliminate silos between public safety departments
• Improve communication
• Enhance coordination
• Explore cross-training and possible work-load sharing
• Improve services
It is important to note that the City is evaluating a combined command structure in administration, and
not a completely blended fire and police service. While each is an essential emergency service, law
enforcement and fire fighting are two distinct disciplines; complete integration of the functions, where
staff is trained and expected to perform both sets of duties, is a rare occurrence. Each department also
provides services apart from just police protection or fire suppression – education, inspection, prevention,
emergency medical assistance, and recruitment.
Cities that use a combined model include Woodbury, New Brighton and Mankato. Minnetonka,
Richfield, Burnsville and Golden Valley all adopted a combined model, but have subsequently returned to
the traditional model of separate police and fire departments. One of the main reasons cited by
communities going back to the traditional model is sense of a loss of identity by one or both of the
services; this may not be in the case in Lino Lakes, as the fire service would be a new organization, and
would not yet have an established identity. There are integration and cultural issues that need attention as
the Deputy Directors, as they are often titled, feel they are running the day-to-day operations of the police
division or fire division without the top title or salary.
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In practice, Public Safety Directors almost always come from the ranks of the police department. One
frequently heard complaint is that fire fighters and their department’s needs are not always well
understood if the Director does not share a background in firefighting. New Brighton noted that the
combined model works well for them in large part because their Fire Services Director was both a police
officer and a volunteer fire fighter, which is an unusual case. In Woodbury, many members of the
department are officer/paramedics or officer/firefighters.
Figure 9 is a conceptual organizational structure for a Lino Lakes Public Safety Department. This
conceptual organization has two career deputy directors reporting to the Director of Public Safety, but the
police and fire departments would remain as separate branches. Financially, the budget would be
separated into fire and police divisions, except where individuals work in both divisions; these positions
would be allocated by the proportion of time spent in each division. Primarily, the weekday daytime
response would be with paid-on-call personnel instead of career fire personnel as it is now. The career
staff of LLFD would be the Deputy Director and a Training/Fire Prevention Specialist. Each station
would have 21 paid on call personnel, including a Deputy Chief, a Lieutenant, and 19 firefighters.
This option would need significant follow-up work, to establish budgets, new job descriptions, response
assignments, the timing and extent of new hiring, and many other specific components critical to the
operation of a public safety department. This plan gives the City Council one conceptual idea of how to
combine the two departments if it should choose to do so.
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Lino Lakes, Minnesota – Fire Department Analysis Page 23
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Lino Lakes, Minnesota – Fire Department Analysis Page 24
V. Evaluate Adding One Facility with a Preliminary Location on Birch Street
Adding a new station in southern Lino Lakes will be essential to get response times into compliance with
NFPA standards, regardless of which service delivery model the City chooses. This is a growing area of
the city, and call volumes to this area will only increase as development continues. Plans should move
forward as soon as practical to locate, design, build and fund this station.
Establishing a new station in southern Lino Lakes will involve site identification and possibly acquisition,
architectural planning, construction, and ongoing maintenance. A double deep, three-bay satellite station
can vary in size from 6,500 square feet to 7,100 square feet, depending on the size and nature of vehicles
and amenities to be included at the facility, such as storage, showers, locker rooms, and office or meeting
space. Costs for fire stations of this size in Minnesota average approximately $195.00 per square foot for
construction, with another 25% required for administrative costs (A/E fees, legal, bidding), or $243.75 per
square foot. Budgeting for a new facility may range from approximately $1,500,000 to $1,750,000. This
does not include land acquisition or site readiness. Costs referenced above are from national building
construction reference sources including RS Means, Engineering News Record, and local Minnesota
design experts.
The design of a fire station often takes into consideration other variables such as public meeting space,
city administration needs and other non-fire related facility factors. These considerations would need to
be explored in the planning and design phase of the process.
Recommended Lino Lakes Birch Street Station
The Lino Lakes Comprehensive Plan calls for a continuing build out of southern Lino Lakes. This
portion of the city already has sub-par emergency service coverage for its current population density.
This issue will be exacerbated as population density in this area increases. The demand analysis also
showed that southern Lino Lakes is considered an EMS hotspot. As a result of Lino Lakes’ desire to
provide better coverage for its southern areas, the city has considered building a new fire station on Birch
Street.
Figure 10 shows how an additional fire station centrally located near the curve on Birch Street would
impact fire coverage in those scenarios where Lino Lakes operates just those stations within its city limits.
From the map, it becomes apparent that this additional fire station would close the coverage gap in
southern Lino Lakes, and provide a more appropriate level of fire and EMS service to citizens in this area.
Figure 11 shows how an additional Birch Street fire station would add to the coverage provided by the
current CFD stations. The additional station serves to close the coverage gap in southern Lino Lakes that
was illustrated earlier in Figure 7 and Figure 8.
Regardless of whether Lino Lakes decides to continue working with its CFD partners, this new fire
station will be necessary if the city is to improve the level of service to residents in the southern area of
the city.
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Figure 10: Drive time from Current and Proposed Lino Lakes Stations
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Lino Lakes, Minnesota – Fire Department Analysis Page 26
Figure 11: Drive Time from Current CFD Stations and Proposed Birch Street Station
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Lino Lakes, Minnesota – Fire Department Analysis Page 27
VI. Develop a List of Essential Requirements to Begin a New Fire Department
In addition to the policy issues and start-up considerations, the two primary aspects of establishing a new
Lino Lakes Fire Department would be personnel and equipment. To properly set these benchmarks in an
objective and standardized manner, this report will use NFPA 1720 standards, NFPA Fire Protection
Handbook 18th edition, OSHA 29CFR1910.134, and Insurance Services Office (ISO) Fire Protection
Ratings.
National Standards for Fire Suppression
The most widely recognized standard used in response time analysis for volunteer fire departments is
outlined in NFPA 1720 – Organization and Deployment of Fire Suppression Operations, Emergency
Medical Operations and Special Operations to the Public by Volunteer Fire Departments. NFPA 1720
was updated in 2004, and addresses benchmarks to be used by volunteer organizations in the delivery of
their services, including specific recommendations regarding staffing and response times.
Table 3 provides an overview of these recommendations and metrics.
Table 3: NFPA 1720 - Staffing and Response Time Standards (Benchmarks)
Demand
Zone Demographics Staffing/
Response Times
Percentage of
Calls
Special Risks Authority Having Jurisdiction
()
AHJ 90%
Urban >1000 people/mi 15 within 9 min. 90%
Suburban 500-1000 people/mi 10 within 10 min. 80%
Rural <500 people/mi 6 within 14 min. 80%
Remote* Travel distance 8 mi. 4 90%
* Upon assembling the necessary resources at the emergency scene, the fire department should have the capability
to safely commence an initial attack within 2 minutes 90 percent of the time. Source: NFPA 1720, 2004 Edition.
The City of Lino Lakes, with 33.21 square miles of area and a population of 20,746, has a jurisdictional
population density of 625 people per square mile. This population density puts Lino Lakes in the
“suburban” demand zone classification, which recommends an initial response of 10 personnel
responding to fire calls within 10 minutes, 80% of the time. There are also parts of the response area
which have urban, rural, and remote population densities. The response analysis is included in the risk,
demand, and deployment section of this report. Additionally, the National Fire Protection Handbook,
18th edition makes staffing and initial response complement recommendations based on the number of
firefighters and apparatus arriving on the scene of a fire, depending upon the risk of occupancy (low,
medium, and high-hazard occupancy). The NFPA staffing recommendations by the type of hazard areas
are as follows:
High-Hazard Occupancies (schools, hospitals, nursing homes, explosive plants, refineries, high-rise
buildings, and other high-risk or large fire potential occupancies): at least 4 pumpers, 2 ladder trucks
(or combination apparatus with equivalent capabilities), 2 chief officers, and other specialized
apparatus as may be needed to cope with the combustible involved; not fewer than 23 firefighters and
2 chief officers.
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Medium-Hazard Occupancies (apartments, offices, mercantile and industrial occupancies not
normally requiring extensive rescue or firefighting forces): at least 3 pumpers, 1 ladder truck (or
combination apparatus with equivalent capabilities), 1 chief officer, and other specialized apparatus
as may be needed or available; not fewer than 16 firefighters and 1 chief officer.
Low-Hazard Occupancies (one-, two-, or three-family dwellings and scattered small businesses and
industrial occupancies): at least 2 pumpers, 1 ladder truck (or combination apparatus with
equivalent capabilities), 1 chief officer, and other specialized apparatus are recommended to be
available; not fewer than 12 firefighters and 1 chief officer.
The Department should have the personnel and equipment resources to meet NFPA 1720 response
capabilities for low and medium hazard occupancies. High-hazard occupancies would require additional
outside equipment resources and likely personnel on the initial assignment. The Department’s use of box
alarm assignments would address this high hazard need.
The recommendations and guidelines outlined in the NFPA Handbook merit consideration, but are not
necessarily the final word, as the NFPA guidelines do not address how fire departments will also be able
to comply with the OSHA-mandated “two-in/two-out” rule (discussed below). Also, the NFPA guidelines
do not address OSHA’s requirement that a rapid intervention team (RIT) be on-scene at a working fire.
OSHA Regulations
Additional mandated requirements for staffing are related to OSHA’s regulations for firefighter safety.
To protect the safety of firefighters, the United States Department of Labor and OSHA have enacted
29CFR1910.134, known as the two-in/two-out rule that requires four personnel on scene at all structure
fires before initial interior attack begins.
Firefighting is a dangerous and physical labor-intensive profession. Although technologically the tools
and equipment used by firefighters have changed dramatically over the years, the basic goals have
remained almost unchanged: to preserve life and protect property by successfully extinguishing fires—
and not get hurt in the process. To accomplish this, firefighters must be able to quickly and efficiently
gain access to a fire and apply an extinguishing agent (typically water, but foam and other agents are
gaining in popularity). This requires emergency responders to operate in dangerous environments where
they are at high risk for serious injury or death.
To protect the health, safety, and welfare of firefighters, the federal government enacted regulations to
ensure that firefighters operate safely in and around structure fires. Enacted by the Department of Labor
and the Occupational Safety and Health Administration (OSHA), 29 CFR 1910.134, also known as “Two-
in/Two-out,” mandates that there must be a minimum of four personnel on the scene of a structural fire
before personnel can initiate interior operations. Two firefighters must remain on the exterior of the
structure, properly equipped with full turnout gear and self-contained breathing apparatus (SCBA) to act
as a Rapid Intervention Team (RIT) in the event the firefighters operating inside the structure become
incapacitated or trapped. Although OSHA allows one RIT member to have an additional role such as
incident commander or safety officer, as long as rescue activities can be performed without jeopardizing
the safety of other firefighters, a pump operator cannot make up part of the RIT unless the apparatus
utilizes a positive water source, which allows the pump to be unstaffed for a period.
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Insurance Services Office (ISO)
Insurance Services Office (ISO) community fire protection ratings have been a benchmark for
jurisdictions for decades. The system measures the effectiveness and efficiency of three key parts of
community fire protection; fire department, water distribution, and alarm notification system. However
there are two key limitations of this benchmark. First is that the evaluation is only used by some
insurance companies, with most large insurers doing their own risk assessment by individual occupancy.
Second is the fact that residential insurance rates for participating insurers are banded for class #2 through
class #8 communities. This means that the premium for insurance to homeowners is the same for these
communities. The only occupancy type which has separate rates for each class number (#) is commercial
occupancies where the needed fire flow is below 3,500 gallons per minute (gpm) for suppression. The
bottom line is that ISO ratings are a good benchmark for suppression activities of a community but do not
evaluate the key areas of prevention, code enforcement, and planning and zoning which are the proactive
functions of community fire defense planning.
When determining how to staff, equip and support a fire department the City does have options. At the
same time, it is important for the City Council to fully understand what the standards and benchmarks are
for this business. It is fair to anticipate and expect that the residents and businesses who are receiving the
CFD’s services today will want, at minimal, the same level of service from the City.
Lino Lakes Fire Department Equipment Needs
Pursuant to NFPA #1720 and Fire Protection Handbook, apparatus needs for the new Department
(including Station #2 and the proposed Birch Street station) would include:
• 2 engines – 1,500 gpm with 500 gallon water
• 1 Aerial ladder – 100 foot
• 2 tankers – 2,000 gallon with onboard pump
• 2 light rescue vehicles
• 2 grass/brush attack units
• 1 boat with rescue capability
• 1 ATV with rescue capability
Some of this apparatus could come from liquidation of current CFD resources, but there will also be some
which must be purchased. The cost for this apparatus purchasing could range from $1.5 million to over
$3 million. Additionally, there will be personal protective equipment to buy; turnout gear currently costs
about $2,500 per set, Self-Contained Breathing Apparatus (SCBA) are at least $3,000 per unit, and
uniforms, pagers, etc. will have to be provided to all personnel. The total cost for this personal equipment
could range from $4,000 to $6,000 per firefighter; again, some of this will come from the distribution of
the CFD assets and equipment.
Preliminary Cost Assessment
Startup costs for a new fire department in Lino Lakes would consist of the capital costs for construction of
the new station and purchase of apparatus, in addition to the costs of recruiting, training, and outfitting
new personnel. Assuming that the city builds a 7,100 square foot facility at an average cost of $195 per
square foot and soft costs of 25%, the total construction cost would be approximately $1.73 million.
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Lino Lakes, Minnesota – Fire Department Analysis Page 30
Land acquisition would be an estimated $120,000 for a four-acre area. For illustrative purposes, if this
construction were financed over 20 years at 3.5%, debt service costs would be $130,212 per year.
Once the structure is complete, the department will require apparatus to fill it. While some of this will
likely come from CFD’s existing inventory, the department will still need to make some investment in
new apparatus. At the current time, the allocation of CFD assets has not yet been finalized; therefore, our
projections must err on the side of assuming that the department will need to purchase most of the
apparatus required for providing service. As noted previously, initial estimates for apparatus needs range
from $1.5 million to over $3.0 million; assuming that the investment for apparatus amounted to $2.5
million, financed over 15 years at 3.25%, the debt service for new apparatus would be $213,221 annually.
Additionally, the department will need to recruit and train volunteers for the new force. To maintain its
current level of service, we estimate that the new department will require 42 personnel. The proposed
structure would include a Career Fire Chief and Career Fire Marshal/Training Officer, and 40 paid-on-
call personnel to include a Captain, a Lieutenant, and 18 firefighters at each station. The exact titles are
subject to further discussion; this model was shown in the organization chart under Option 6 above.
The cost of training a new recruit to become a certified firefighter would include not only the cost of
classes, but also the cost of firefighter time in this mandatory training. This cost would be in the range of
$3,000 to $5,000 per recruit. If we use the low end estimated cost of $3,000, then 40 new recruits would
result in $120,000 in training costs. The new force will also require turnout gear, as noted in the previous
section. At $6,000 per set, the purchase of 40 sets of gear would represent an estimated cost of $240,000.
These costs represent something of a worst-case scenario, in that they assume that no personnel or
equipment would be coming from current CFD resources. We do not know what the transition will result
in, so we are taking a conservative approach in our cost estimating.
In addition to the startup costs related to the new station and the new force, there would be the regular
operational expenses associated with running two stations. Based on CFD’s 2014 budget, and working
from the assumption that the new station would see operating expenses roughly equivalent to those of the
current station, we estimate that annual operating costs would be approximately $590,000 annually. A
snapshot of projected revenues and expenses is shown in Table 4. If the City chooses to move forward
with one or more of the options, we recommend that city officials refine the assumptions in Table 4 more
thoroughly, and revisit them regularly as the project proceeds.
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Lino Lakes, Minnesota – Fire Department Analysis Page 31
Table 4: Potential costs and revenue requirements of new fire department
The costs related to construction and operations at the new station will require revenues in excess of the
city’s current annual contribution to CFD, which is budgeted at $592,963. We estimate that capital and
startup costs will require an additional $699,000 in revenue for the department. In subsequent years, this
amount would drop to $353,500, rising gradually with inflation. Figure 12 shows a projection of the
contributions required by the city over the next ten years.
To emphasize, the costs involved in constructing and equipping a new fire station will be necessary
regardless of which option the City chooses for providing fire service to the community, if the southern
area of Lino Lakes is to receive a suitable level of service. Our cost projections for operations, apparatus,
training, and turnout gear are likely to be high as we have no clear basis on which to make assumptions
about the exact number and amount of personnel and equipment from the CFD that will be available to
the new department. As more detailed cost estimates become available and as you develop the budget
details we advise and recommend that you refine the preliminary cost projections on an ongoing basis.
REVENUES 2015 2016 2017 2018 2019
Current Contract 592,963 592,963 592,963 592,963 592,963
Additional Levy 698,808 353,517 368,593 384,046 399,885
State Grants/Reimbursements 10,000 10,250 10,506 10,769 11,038
Charges for services 27,100 27,778 28,472 29,184 29,913
Miscellaneous 275 282 289 296 304
TOTAL REVENUES 1,329,146 984,789 1,000,823 1,017,258 1,034,103
OPERATING EXPENSES
Personnel
Salaries 310,869 318,640 326,606 334,771 343,141
Payroll Taxes 32,900 33,723 34,566 35,430 36,315
Payroll Benefits (Insurance)25,900 26,548 27,211 27,891 28,589
Work Comp 23,100 23,678 24,269 24,876 25,498
Fire Relief Pension 17,850 18,296 18,754 19,222 19,703
Supplies 47,495 48,682 49,899 51,147 52,426
Contracted Services 77,659 79,601 81,591 83,630 85,721
Maintenance 54,740 56,109 57,511 58,949 60,423
TOTAL OPERATING EXPENSES 590,513 605,276 620,408 635,918 651,816
TOTAL OPERATING INCOME 738,633 379,513 380,415 381,340 382,288
STARTUP COSTS
Training for new recruits 120,000 - - - -
Personal protective equipment 240,000 - - - -
TOTAL STARTUP COSTS 360,000 - - - -
CAPITAL COSTS
Debt service - new station 130,212 130,212 130,212 130,212 130,212
Debt service - new apparatus 213,221 213,221 213,221 213,221 213,221
Personal equipment replacement 25,200 25,830 26,476 27,138 27,816
Other fire equipment replacement 10,000 10,250 10,506 10,769 11,038
TOTAL CAPITAL 378,633 379,513 380,415 381,340 382,288
REVENUE OVER/(UNDER) EXPENSE - - - - -
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Lino Lakes, Minnesota – Fire Department Analysis Page 32
Figure 12: Projected Revenue Requirements of New Department
Volunteer Recruitment and Retention
Without doubt one of the most significant challenges the City will face is in the recruitment and retention
of volunteer fire fighters. Just within the past few weeks several newspaper stories have appeared in the
Twin Cities papers outlining the challenges city governments and fire departments are having in
recruiting paid on call personnel. Fire Chiefs across the state recognize the challenges of hiring and
retaining new recruits, as the Inver Grove Heights Fire Chief stated, “It’s a huge commitment to be a paid
on call firefighter.” Since 1985, the number of volunteer firefighters in the United States has declined by
25%, while the number of emergency calls increase each year. To address this national trend,
jurisdictions must have a well-planned and high-functioning recruitment and retention program.
Recruitment – Recruiting citizens to become volunteer fire/rescue responders can be a daunting task if
not approached in a systematic manner. This systematic approach begins with identifying the most likely
demographic groups where potential volunteers may be included. This will be an important discussion
for the City and we encourage you to begin that conversation immediately. Across the country there are
three emerging groups of volunteer firefighters: mothers that stay at home; college students; and empty
nesters. These three groups of potential candidates are generally found in most suburban communities
and Lino Lakes should explore the possibility of recruiting from these three sources. Motivating citizens
to join a Fire Department is one of the largest challenges facing volunteer fire service throughout the
country. It is important to find out how many of the current CFD volunteers will move to the new Lino
Lakes Fire Department and then all city leaders should begin a strong and centralized recruitment effort.
The future viability of a volunteer force is at stake, and should be the focus of future recruitment efforts.
This will mean looking for future members in citizen groups either under-represented or not represented
in the current department roster.
As an example of one method worth considering, a very successful volunteer recruitment program in
Virginia is recruiting over 300 new members annually. Their program begins using a page on the
jurisdiction’s website, a Facebook account, and a toll-free phone number. (Social media is certainly one
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Lino Lakes, Minnesota – Fire Department Analysis Page 33
tool that should be used in your recruitment efforts.) All interested persons are immediately contacted by
a volunteer recruiter from the fire/rescue department (within 24 hours). An appointment is set up and
each candidate gets a briefing on the potential job, a scheduled ride along is arranged and an application is
filled out. The key is to keep candidate interest high, and identify how best to use the talents of new
members so they stay motivated and involved. LLFD can certainly use this coordinated system to
increase volunteer opportunities.
Retention – While people join volunteer fire/rescue departments for many reasons, retention issues boil
down to two distinct reasons: problems that arise in one’s life and factors relating to the individual fire
department or the fire service itself. To retain new and current members, volunteer departments must
display four essential characteristics that address these two root problems with volunteer retention:
• The program must meet the individual’s needs
• The program must provide its membership with reward and recognition
• The program must provide adequate supervision and leadership
• The program must challenge its members
Any recruitment or retention programs to be considered must take into account the four aforementioned
characteristics that must be present in a quality fire/rescue program. The Apple Valley Fire Chief noted
that his department hasn’t had to hire a new firefighter for nearly five years; he attributes that success to
“paying close attention to morale and clearly laying our expectations” before he hires someone. The City
of Lakeville also gets spouses involved, as they recognize the impacts that being a volunteer fire fighter
bring to their family.
There are numerous professional organizations that have developed model programs that can be used in
recruitment and retention efforts. There is no reason to “reinvent the wheel” where proven programs exist
to assist volunteer fire/rescue organizations with these matters. The National Volunteer Fire Council at
www.nvfc.org has a number of quality programs and provides assistance that can help this program get
started. Assistance can also be obtained through the Federal Emergency Management Association
(FEMA) and the U.S. Fire Administration (USFA) at www.usfa.fema.gov. Both of these organizations
have published numerous free reports on Recruitment and Retention among the Volunteer Fire Service
Volunteer Incentives and Recognition – Incentive and recognition programs are very important for fire
and rescue volunteers. Given the enormous time demands, training demands, and personal risks, it is easy
for volunteers to burn out and quit after only a few years of service. Incentives and recognition programs
are essential components to maintaining a strong cadre of experienced volunteers and to prevent a
revolving door situation. For the equivalent loaded salary cost of one career firefighter, a great deal of
recognition, incentive, and recruiting programs for volunteers can be implemented.
Many local governments across the nation have strengthened their incentive programs for volunteer
firefighters. The cost of incentives is small and economically justifiable if they help recruit and retain
volunteers and forestall hiring more career employees. As we all know, volunteers in the fire and rescue
service today are the first line defenders for any type of emergency or disaster.
Station Live-in Programs – One of the strongest incentive programs for volunteers, particularly younger
volunteers, is the station live-in program. Individual volunteer departments can establish minimum
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Lino Lakes, Minnesota – Fire Department Analysis Page 34
standards for members to live at the station. For example, the City of Eagan offers six dorm rooms at the
fire station where fire fighters live for free in exchange for their service. Forest Lake is exploring re-
organizations in city hall, developing dual role positions including firefighter/building inspector and
firefighter/custodian. Usually, volunteers must sign up for two to four duty nights per week to qualify.
Live-in programs are an excellent incentive as well as a recruitment and retention tool. They not only
promote participation, but they guarantee that volunteers will be at the station and ready to answer
emergency calls without having to respond from home to the station. The major drawback to the live-in
programs is that they are only an incentive for single volunteers since there is generally no housing
available for married volunteers. Also, the sleeping areas are not very suitable for permanent residency
(e.g., in most cases they are open bunkrooms instead of individual dorm rooms).
Recognition – Volunteers generally want to be appreciated and receive some form of recognition for their
service to the community. Some are willing to work quietly for years and obtain satisfaction just from
doing the job, helping people in need, and the camaraderie in the department. However, information
obtained from surveys taken by former volunteers (as well as self-perception of the volunteers) from
across the country indicates that a little recognition goes a long way. Although most volunteers never
mention the desire for recognition, it is almost always well received when given and usually problematic
when withheld.
Cable Television and Utility Bills – Volunteers could be given free cable television, and/or exempted
from some local utility bills.
Tuition Assistance – Volunteers could be offered tuition assistance after a certain period of service,
similar to tuition assistance offered to municipal employees in some jurisdictions. Some national EMS
organizations make scholarships available to enhance local efforts.
Pension Plans – Many jurisdictions around the country have set up retirement plans for volunteer
firefighters. Most of these plans are based on years of service and set up through the state legislature.
This is a standard program for rewarding volunteer firefighters who put in years of service to their
community.
Requirements of a Recruitment and Retention Program – No matter which program is selected, it is
imperative that this recruitment, retention and educational effort be a well thought out, on-going,
combined effort with the support and backing of all involved parties. This is not a localized or short-term
concern but a long-term local and national issue that can’t be solved in a vacuum or without great deal of
work. It will take the total commitment, effort and dedication of a wide range of professional, and city
leaders to make this program a reality. Outside of the box thinking and creative program development is
vital to maintaining a healthy volunteer fire/rescue program for the City.
The result of such a program failing is the need to provide this service through a paid crew (duty crew) or
a subscription delivery system. Because volunteers are hard to find, more and more cities are exploring
the hiring of duty crews. These alternatives are more costly for taxpayers than the time and efforts that
will be involved in helping maintain a quality well-staffed volunteer fire/rescue system that is currently in
place.
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Lino Lakes, Minnesota – Fire Department Analysis Page 35
APPENDIX A
Current CFD Organizational Structure
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1
STAFF ORIGINATOR:
WORK SESSION DATE:
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 7
Jolleen Chaika, City Clerk
April 1, 2024
TOPIC: Water Capacity and New Developments
______________________________________________________________________________
BACKGROUND
Councilmember Ruhland submitted, with a second by Mayor Rafferty, a request to add a work
session item for discussion: Possible moratorium on residential development to determine the
impact of new developments on existing water infrastructure.
REQUESTED COUNCIL DIRECTION
For review and discussion purposes; should Council wish to further analyze this option, provide
direction to staff to begin discussions with legal counsel.
ATTACHMENTS
March 25, 2024 Online Work Session Submittal Request
96
From:noreply@civicplus.com
To:Jolleen Chaika; Sarah Cotton
Subject:Online Form Submittal: City Council Work Session Agenda Item Request Form
Date:Monday, March 25, 2024 12:25:11 PM
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City Council Work Session Agenda Item Request Form
Councilmember Name Michael Ruhland
Second
Councilmember Name
Rob Rafferty
Proposed Agenda
Topic
Water capacity with major new development
Brief Description of the
Topic (200 words or
less)
I’m growing increasingly concerned about our city’s water
infrastructure. Currently we are involved in a lawsuit with White
Bear Lake. With that pending litigation, we have no idea if we will
be able to add wells in the future, or what capacity our water
allocation will be in the very near to immediate future. I believe
we will have more direction when a Judge rules on it. Once that
ruling comes forward, we may need to seek alternative means to
provide the residents of Lino Lakes with water. This may include
a water study, comp plan changes, etc. We just don’t know what
we don’t know.
I believe the main objective of local government is to provide the
infrastructure to the residents of the city. That’s police, fire, clean
potable water to name a few. This is obviously why as a council
we have agreed to invest in a water treatment plant that will likely
cost the taxpayers $25-low $30 million of their tax dollars.
Why should Council
consider the topic?
We have a ton of developers currently looking to develop
probably over 500 acres of land in Lino Lakes for residential
development. City staff has been in high level talks with several
developers.
Let me start by saying I think it’s fantastic that we have so many
developers all interested in building in Lino Lakes! They
obviously see what we all adore about our great city. However, if
all of these possible developments come forward all at once, I’m
fearful we will run into capacity issues, if the court ruling doesn’t
go our way. We are currently on water use restrictions in our city.
Additionally, we’ve had some drought years of recent past,
including a top 10 record low snowfall this winter. With a city
comprised of around 7500 homes, and just wrapping up an 800+
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unit development, my concerns our deep with some of these
proposed developments. We’re talking about hundreds, and
hundreds of acres producing thousands of homes. We’re talking
about increasing the number of homes that our city infrastructure
needs to support by approximately 20-25%. I believe with the
pending litigation it would be irresponsible to risk our current
resident’s way of life to blindly develop just to develop with
knowledge we may reach capacity. I’m hoping there is a solution,
but depending on how this lawsuit turns out, we may need to do
a water study, comp plan amendments, etc.
Development is expensive. A developer can be 10’s of
thousands of dollars invested in a project just to find out if it can
move forward or not. I would hate to see some of these
developments come forward, invest a ton of money into it, and
find out we can’t support the homes in the development. Would
there need to be any comp changes, etc. that make a
development once thought to work, no longer meet the economic
expectations of the developer?
This is why I believe we should put a moratorium on residential
development until we’ve had an opportunity to see what our
future capacity of water is, and what our currently stressed
infrastructure can sustain.
Thank you,
Michael S. Ruhland
Urgency Level High (next work session)
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1
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 8
STAFF ORIGINATOR: Jolleen Chaika, City Clerk
WORK SESSION DATE: April 1, 2024
TOPIC: Notification Requirements for Proposed Developments
______________________________________________________________________________
BACKGROUND
Councilmember Ruhland submitted, with a second by Mayor Rafferty, a work session item for
discussion: Expansion of resident notification requirements for proposed developments.
REQUESTED COUNCIL DIRECTION
For discussion purposes.
ATTACHMENTS
March 27, 2024 Online Work Session Submittal Request.
99
From:noreply@civicplus.com
To:Jolleen Chaika; Sarah Cotton
Subject:Online Form Submittal: City Council Work Session Agenda Item Request Form
Date:Wednesday, March 27, 2024 12:51:12 PM
Caution: This email originated outside our organization; please use
caution.
City Council Work Session Agenda Item Request Form
Councilmember Name Michael Ruhland
Second
Councilmember Name
Rob Rafferty
Proposed Agenda
Topic
Public Notice
Brief Description of the
Topic (200 words or
less)
Currently state law requires a minimal notification in terms of
proximity from a proposed development. I believe we should
expand the notification ring for developments over a certain
threshold that we can determine talking it through as a council
and with city staff
Why should Council
consider the topic?
Council should consider expanding the ring in which we notify
residents of development for larger developments. I feel this way
because it's the developments themselves that make up the
community. People should know what's being planned and
coming into their neighborhood by more than being within 600
feet.
Urgency Level High (next work session)
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