HomeMy WebLinkAbout05-14-25 - Council Special Work Session Agenda
CITY COUNCIL AGENDA
Updated 05/12/25
Wednesday, May 14, 2025
Mayor Rafferty, Councilmembers Cavegn, Lyden, Ruhland and Stoesz
Interim City Administrator: Dave Pecchia
COUNCIL WORK SESSION, 6:30 P.M.
Community Room (Not televised) | No Public Comment allowed per the Rules of Decorum
1. Call to Order and Roll Call
2. Setting the Agenda: Addition or Deletion of Agenda Items
3. Police Department Strategic Implementation Plan
4. Fire Department Strategic Implementation Plan
5. Notices and Communications, City Council
ADJOURNMENT
CITY COUNCIL
WORK SESSION STAFF REPORT
ITEM NO. 3
STAFF ORIGINATOR: Curt Boehme, Police Chief
WORK SESSION DATE: May 14, 2025
TOPIC: Police Department Strategic Implementation Plan
______________________________________________________________________________
BACKGROUND
In the fall of 2024, Citygate Associates, LLC began an operational study of the Lino Lakes Public
Safety Department. At the conclusion of the study, Citygate provided the city with multiple
recommendations to consider for implementation within the police department.
The Citygate recommendations are wide-ranging impacting daily operations, staffing positions, the
organizational structure, and future investments to infrastructure. Due to these impacts, a phased
approach will be required to implement the recommendations.
RECOMMENDATION
The City Council is being asked to consider a phased implementation of three organizational
structures, the creation of key positions within the organization, and the implementation of
additional recommendations that are outlined in greater detail in the Lino Lakes Police Department
Strategic Implementation Plan. Police staff are also seeking the council’s input on the strategies laid
out in the plan to retain and recruit officers.
ATTACHMENTS
Lino Lakes Police Department Strategic Implementation Plan.
1
LINO LAKES POLICE DEPARTMENT STRATEGIC IMPLEMENTATION PLAN
INTRODUCTION:
In the fall of 2024, the City of Lino Lakes (“City”) retained Citygate Associates, LLC (“Citygate”) to
conduct an operational study of the Public Safety Department. In April 2025 they provided their flnal
report with a total of 34 recommendations for the police division.
Police staff reviewed Citygate’s flnal report, the 56 flndings, and the 34 recommendations and
developed a strategic implementation plan consisting of flve phases. Staff prioritized the
recommendations, assigned them to a phase with an approximate completion timeline, and
estimated the potential flnancial costs for the City.
During the flrst four phases staff will work to implement 28 of the recommendations. It is important
to note that many of the 28 recommendations were consistent with existing procedures and goals
that were in place prior to Citygate’s analysis. A lack of staff has been an obstacle that has negatively
affected the department’s ability to make progress in some of the areas that are identifled in the
recommendations. Retaining and recruiting staff levels will be a key focus of the strategic plan.
The flfth phase consists of addressing the remaining six recommendations. The recommendations
involve investments in infrastructure and adjustments to positions within the organization. Due to
the long-term implications of these six recommendations, they are not the focus of this strategic
implementation plan; however, they should remain a priority for the City in the future.
The strategic plan will cover speciflcs of the flve phases, planned future organizational structures,
retention and recruitment challenges, impacts of inadequate staffing, recommended strategies for
retention and recruitment, and estimated budget implications.
PHASE 1
The Lino Lakes Police Department Strategic Implementation Plan begins with the council’s adoption
of the four key recommendations noted in the table below. The City has already acted by adopting
recommendations #1, #2, and #3. Recommendation #5 challenges the police department to
develop retention-supportive structures to stem staff turnover. This recommendation should be a
priority for the City as the police department works to stabilize its staffing levels. This strategic plan
includes ideas for the council to consider for adoption as the police department seeks to become an
“employer of choice” for existing staff and for people seeking employment.
2
PHASE ONE: QUARTER 2-3, 2025 STATUS PLAN COST
Recommendation #1: The City should cease
utilization of the combined Public Safety
Department operational model and reestablish a
separate Police Department.
Complete Complete Staff
Time
Recommendation #2: The new Police
Department should be led by a restored,
dedicated Chief of Police position.
Complete Complete Staff
Time
Recommendation #3: Cease using the Deputy
Director of Police and the Captain positions within
the Department.
Complete Complete Staff
Time
Recommendation #5: To help stem the amount of
staff turnover and attrition the Police Division has
experienced in recent years, the Department
should create retention-supportive structures
through leadership, training, and competitive
compensation to become an employer of choice
as well as a destination agency for prospective
candidates regionally.
In progress Implement
strategies identifled
in this plan.
2025
~$40k
2026
~$118K
PHASE 2
Phase two consists of a total of 11 recommendations. A priority during phase two is to reassign the
current Investigative Assistant to a newly created Evidence and Intelligence Specialist position. This
will achieve Recommendation #32.
Recommendations #11, #16, #19, #23, #25, and #33 are part of ongoing efforts and were in place
prior to Citygate’s study. Recommendation #16 has been completed. During phase two, staff will
also work on implementing Recommendations #13, #14, and #22 and adopt them into regular
practices.
PHASE TWO: QUARTER 3 – 4, 2025 STATUS PLAN COST
Recommendation #11: Take steps to correct
missing data in the Department’s computer-aided
dispatch (CAD) system.
Ongoing Sergeants and
records
technicians
continuously
monitor data during
report approval
process. Conduct
additional training
for staff.
Staff
Time
Recommendation #13: Monitor response times
to higher-priority calls for service and investigate
and track the reasons for longer response times
related to such incidents.
Pending Review 90th
percentile as a new
tool to monitor
response times.
Staff
Time
3
Recommendation #14: Collect and analyze
traffic enforcement and collision data to better
identify opportunities to improve traffic safety.
Pending Develop methods
to collect data.
Staff
Time
Recommendation #16: Review the current
report-writing committee’s flndings and
recommendations and implement changes to the
report-writing policy where possible to reduce the
number of reports generated by the officers.
Complete Completed None
Recommendation #19: Continue the current
CSO program and pursue opportunities to flll
current vacancies.
Ongoing Continue efforts. Staff
Time
Recommendation #22: A comprehensive list of
duties should be developed to provide clarity
regarding the daily work responsibilities of CSOs.
Pending The supervisor of
CSO program will
develop list.
Staff
Time
Recommendation #23: A CSO training program
should be developed to prepare CSOs for work as
licensed police officers for the Department—
including report writing, flrearms, use of force,
investigations, patrol officer crime scene
management, etc.
Ongoing Continue to use
CSOs in the PTO
program, provide
them with use of
force and flrearms
training, and
provide ride-
alongs.
Staff
Time
Recommendation #24: Continue to promote the
reserve program and expand it as qualifled
candidates are identifled.
Ongoing Continue efforts. Staff
Time
Recommendation #25: Continue participation in
the North Command Mobile Field Force and
Anoka County SWAT Team, which provides the
Department with valuable resources.
Ongoing Continue
participation.
2025
~$4.5K
Recommendation #32: The City should create a
full-time Property Room Manager position and flll
this role with a non-sworn technician. The new
position should report to the Department’s second-
in-command level.
Pending Reassign the
current
Investigative
Assistant to the
newly created
Evidence and
Intelligence
Specialist position.
2025
~$5.5K
2026
~$17.5K
Recommendation #33: The duties of the
Investigative Assistant should be codifled and, if
there is additional time or capacity within the
position’s schedule, the Department should
consider additional crime analysis training for this
position.
Ongoing
Staff routinely seek
out training
opportunities to
expand their skills.
Staff
Time
PHASE 3
Phase three consists of four recommendations. A priority will be to accomplish Recommendation #8
by adding two sergeant positions and achieving 24-hour supervision. This change will require the
4
department to be staffed with 26 officers who can work solo-patrol. There are four staff members in
various stages of training and upon successful completion the police department can move forward
with implementation.
Another key priority will be to evaluate the K9 program. The current K9, Argos, is expected to retire
within 1-2 years. As such, staff will follow Recommendations #17 and #18 prior to selecting a new
K9 and handler. Currently, staff have expressed the desire to maintain a K9 program consistent with
the existing program. The K9 program has been a valuable tool for the agency and this specialty
position is in alignment with the City’s goal to be an employer of choice.
PHASE THREE: QUARTER 1, 2026 PROGRESS PLAN COST
Recommendation #8: Add two additional
sergeant positions to provide 24-hour critical
supervision from 1:00 am to 6:00 am.
Pending Implement acting
sergeant positions,
revise promotional
process, conduct
promotional
process.
2026
~$47K
Recommendation #9: As patrol staffing levels
improve and allow, realign supervision to ensure
officers work the same shift as their assigned
sergeant.
Pending Evaluate how teams
are created.
Staff
Time
Recommendation #17: Evaluate the cost
effectiveness of the current K9 unit.
Pending Conduct analysis. Staff
Time
Recommendation #18: Consider a police station
dog as an alternative to the current K9 unit.
Pending Conduct analysis. Staff
Time
PHASE 4
Phase four includes the creation of a Patrol Division and an Administrative Division and the addition
of two lieutenant positions (Recommendations #4, #27 and #28). The addition of the lieutenant
positions will ensure there is sufficient leadership for staff, frequent engagement with the patrol team
and administrative staff, oversight of the training programs, management of fieet and equipment,
providing timely policy review and formulation, ensuring compliance with data practices,
researching grants, and assisting with the budget.
Recommendation #31 has also been selected as a priority in supporting the efforts to create
retention-supportive structures. As such, staff will explore task force opportunities with the Anoka
County Drug Task Force, the Bureau of Criminal Apprehension, and federal agencies such as the
Department of Homeland Security and the Drug Enforcement Administration to name a few. Staff
5
anticipate the department may be able to implement all the phase four recommendations by the end
of the 3rd quarter of 2026 depending on staff levels.
PHASE FOUR: QUARTER 2-3, 2026 PROGRESS PLAN COST
Recommendation #4: Divide the Department into
two divisions: one for patrol operations, and a
second for investigations and administrative
services. Create two lieutenant positions to lead
each division.
Pending Create additional
positions once
staffing levels reach
at least 26 officers.
2026
~$12K
2027
~$27K
Recommendation #21: A pay equity study should
be conducted for the CSO position.
Pending Conduct a pay
equity study.
Staff
Time
Recommendation #26: Consider developing a
replacement policy which facilitates earlier
identiflcation of vehicles to be replaced to
account for extended vehicle delivery and build-
up times.
Pending Perform cost
analysis study of
fieet replacement
strategies.
TBD
Recommendation #27: The creation of two Police
Lieutenant positions should be reflned to include
one of the positions being assigned to
investigative and administrative services as their
primary area of focus.
Pending Identify key duties
and responsibilities
and assign
accordingly.
Staff
Time
Recommendation #28: The Deputy Director and
Captain positions should be reclassifled as
Lieutenants and their job duties should be
balanced during this evaluation. Having two
command positions within the organization with
different titles is not in alignment with best-
practice professional standards.
Pending Identify key duties
and responsibilities
and promote when
staffing levels
permit.
Staff
Time
Recommendation #29: Further reflnement of the
new Lieutenant duties and the Investigative
Sergeant duties would be supported by the
investment in a records management system
(RMS) that includes an investigative case
management module. This type of software will
allow data mining and analysis by everyone within
the agency, management of Investigator
caseloads, and the monitoring of crime trends, as
well as resource allocations within both
Investigation services and Patrol operations to
address crime trends within the City.
Pending Anoka County law
enforcement
agencies have
identifled a new RMS
platform which staff
will assess to
determine if it is
suitable for case
management.
Staff
Time
Recommendation #30: Command staff, working
with the Public Safety Director, should work out the
details of the future Investigation unit staffing model,
establishing whether any of the three Investigator
positions should be permanent. If a permanent
Investigator position is decided against, command
staff should evaluate the length of assignment and
Pending Investigators
currently have a
three-year
assignment. The
plan is to keep the
existing rotation and
explore a specialty
Staff
Time
6
offset the timing of personnel entering and leaving
the unit to ensure continuity of expertise. investigation
position.
Recommendation #31: The new Lieutenant of the
Investigation unit should evaluate all current
regional task forces and determine whether any
would better support the overall crime needs of the
community. Having officers assigned to a regional
task force creates career opportunities and provides
valuable development of expertise through training
and enhanced experience. However, effective
communication between a Task Force Officer
position and the home agency is essential. If the
capabilities, training, and investigative work are not
shared and transparent to those working at the home
agency, the value of these positions can be
misunderstood. Having additional career
development opportunities within the Department
will be an effective step toward retaining staff.
Pending Once the
organization is at full
staffing, explore
various task forces
and determine which
flts the needs of the
department.
TBD
Recommendation #34: The new Investigation unit
Lieutenant should evaluate what type of criminal
analysis would most beneflt the Department and
work toward supplying this data to all members of
the Department. The Lieutenant should also
evaluate which databases are currently used by staff
to analyze cases and crime trends. A gap analysis
should be completed and any new software systems
needed should be identifled.
Pending Evaluate available
software and budget
for 2027.
TBD
PHASE 5
Staff have identifled Recommendation #7, the installation of a security fence, as a priority and will
focus efforts on researching and budgeting for this expense. Previously, in 2022, staff obtained
quotes from three companies that ranged between $98,000 - $112,000. These estimates provide a
baseline for what the City could expect for a future expense.
Beginning in 2026, staff will research and report on any implementation plans for Recommendations
#12 (analysis of staff levels), #15 (creation of grant funded DUI position), and #20 (creation of a full
time CSO position). The implementation of Recommendations #6 and #10 involve signiflcant
flnancial costs for the City and are not a current priority. As such, these recommendations will be
periodically reevaluated in the future.
PHASE FIVE: 4th QUARTER 2026 - TBD PROGRESS PLAN COST
Recommendation #6: Any bond planning related
to City facilities should include a plan for
expansion of police facilities as the City grows in
size over the next 20 years.
Reconsider
in 2-5 years
Perform needs
analysis of facilities.
Staff
Time
&
TBD
7
Recommendation #7: Create and implement a
plan for security fencing to provide a buffer for the
side and rear areas of the police facility.
Pending Re-evaluate previous
quotes and seek
additional.
2027
$120K
Recommendation #10: Monitor response times
as the City continues to experience population
growth to add a substation when necessary.
Reconsider
in 2-5 years
Perform needs
analysis based on
response times and
explore options for
substation.
Staff
Time
& TBD
Recommendation #12: Continue to monitor the
average utilization per police unit as a helpful
metric to modify or increase staffing as
necessary.
Pending Conduct analysis. Staff
Time
Recommendation #15: Pursue a grant-funded
position for an officer dedicated to DUI
enforcement when staffing levels allow.
Pending Conduct analysis. Staff
Time
Recommendation #20: Consider upgrading one
of the current CSO positions to full-time to provide
consistency and increase proflciency.
Pending Evaluate needs and
beneflts of full-time
CSO position.
Staff
Time
PROPOSED ORGANIZATIONAL STRUCTURES
Current and anticipated future staffing levels were considered during the development of the
proposed organizational structures. Due to current staffing levels, it will be necessary to utilize three
organizational structures during the flve phases of the strategic implementation plan.
The department is currently authorized for 28 sworn police officers; however, it is operating with only
23 officers who are available to engage in solo-patrol activities. In May, a vacancy will be created
when an officer leaves for employment at another police agency dropping this number to 22. The flve
officers who are not available for patrol duties include: a sergeant on leave, two officers in the new
officer training program, a police cadet in school, and a CSO with a conditional offer. (Annex A).
The department has been authorized to have 28 officers since 2021; however, the number of officers
who are available for solo patrol has steadily declined and is now at a crucial point (Annex B). This
plan includes strategies for the council to consider as the police department seeks to retain and
recruit officers, which will be necessary to achieve Citygate’s recommendations.
2018 2019 2020 2021 2022 2023 2024 2025
Authorized 27 27 27 28 28 28 28 28
Staff Levels 25 27 26 24 26 25 25 22
**Only includes officers who completed PTO and worked at least 6 months during the year.**
8
PHASE 1 & 2
The phase one and two organizational structure is based on the department being staffed with 22
officers who are eligible for solo patrol. The phase one structure provides time for key foundational
steps to occur and predictable scheduling for staff during the remainder of 2025. During phase one
staff will assign a School Resource Officer (SRO) to the Centennial Middle School, recruit a police
officer for a vacant position, revise the sergeant promotional process, assign staff to an Acting Patrol
Sergeant position, and potentially begin a process to promote sergeants in early 2026. Additionally,
staff will reassign a staff member from the Investigative Assistant position to the newly created
Evidence and Intelligence Specialist position which is in alignment with Recommendation #32.
PHASE 1 & 2: ORGANIZATIONAL CHART
PHASE 1 & 2: ESTIMATED TIMELINE – 22 OFFICERS
Quarter 2, 2025 Select an officer for School Resource Officer (SRO) position
Quarter 2, 2025 Identify eligible Acting Patrol Sergeants
Quarter 2, 2025 Bid for 3rd and 4th Quarter schedule (June 15 – December 13)
Quarter 3, 2025 Implement Acting Patrol Sergeant schedule
Quarter 3, 2025 Recruit officer to flll vacant position
Quarter 3, 2025 Implement Evidence and Intelligence Specialist position
PHASE 3
If staffing levels increase above 22 officers who are available for solo patrol, the department can
advance to the phase three organizational structure pictured below. Phase three will include the
Chief
Patrol Sergeant
Patrol
4
Patrol Sergeant
Patrol
4
Patrol Sergeant
Patrol
3 / K9
Acting Patrol
Sergeant
Patrol
1 / CSOs
Investigations
Sergeant
1 Investigators
SRO
Evidence & Intel Specialist
Administrative
Sergeant
Records Technicians
Administrative Assistant
9
addition of at least one C-Shift (overnight) Sergeant position. The officer selected for this new
sergeant position will come from either the Patrol or the Investigations Unit. The addition of a
sergeant will help the department achieve partial 24-hour supervision as recommended by Citygate.
PHASE 3: ORGANIZATIONAL CHART
PHASE 3: ESTIMATED TIMELINE – 23 OFFICERS
Quarter 4, 2025 Staff bid for 1st quarter 2026
Quarter 1, 2026 Complete Sergeant(s) promotional process
Quarter 1, 2026 Make any needed re-assignment(s)
Quarter 1, 2026 Move sergeant(s) into vacant spot(s)
Phase 4 & 5
The implementation of phases four and flve is dependent on at least three staff completing the new
officer training program and staffing levels reaching at least 26 officers who are available for solo
patrol. If this benchmark is achieved, the promotion of staff members to a Lieutenant of the Patrol
Division, and a Lieutenant of the Administrative Division can occur. These promotions will create the
need to backflll multiple sergeant positions.
When the department fllls the 27th and 28th officer spots, the department will consider Citygate’s
Recommendation #31 which is to evaluate regional task forces and determine whether any would
support the overall crime needs of the community.
Chief
Patrol Sergeant
A-Shift
Patrol
2
Patrol Sergeant
A-Shift
Patrol
2
Patrol Sergeant
B-Shift
Patrol
2
Patrol Sergeant
B-Shift
Patrol
2
Patrol Sergeant
C-Shift
Patrol
3 / K9
Investigations Sergeant
Investigators
2
Evidence & Intel Specialist
Administrative Sergeant
Records Technicians
SRO
CSOs
Administrative Assistant
10
PHASE 4 & 5 ORGANIZATIONAL CHART
PHASE 4 & 5: ESTIMATED TIMELINE – 26-28 OFFICERS
Quarter 2-3, 2026 Begin promotional process for Lieutenant positions
Quarter 2-3, 2026 Select and promote Lieutenants
Quarter 2-3, 2026 Promote sergeant(s) to backflll vacant positions
Quarter 2-3, 2026 Identify internal specialty position (e.g. traffic enforcement)
Quarter 3-4, 2026 Identify external specialty position
CHALLENGES FOR IMPLEMENTATION
The implementation of the organizational structures and many of Citygate’s recommendations are
dependent on achieving a fully staffed police department. The following sections cover staff
attrition, new officer training duration, the estimated cost to hire and train new officers, current job
openings for police officers, law enforcement education and skills enrollment data, historical hiring
data, staffing shortages and its impacts on response times, stacked calls, and officer wellness.
STAFF ATTRITION
Police staff evaluated internal staffing trends so that opportunities for improvement could be
identifled and targeted strategies could be developed to retain and recruit officers.
Since 2019, a total of 22 officers have left the police division (Annex C). The officers have left for a
variety of reasons including left for other police departments (11), resigned (8), or retired (3). An
important takeaway from these numbers is the department lost valuable talent and experience when
Chief
Patrol
Lieutenant
Patrol
Sergeant
2
Patrol
Sergeant
2
Patrol
Sergeant
2
Patrol
Sergeant
3
Patrol
Sergeant
3
Patrol
Sergeant
K9
Speciality Patrol
CSOs
Administrative
Lieutenant
Records
Technicians
Investigations
Sergeant
2 General Inv.
SRO
Specialty Inv.
Evidence &
Intel Specialist
Administrative
Assistant
11
the 11 officers left the department for other police jobs and future efforts should be made to retain
the investment the City has made in its staff.
TOTAL ATTRITION
2019 2020 2021 2022 2023 2024 2025 Total
3 5 4 4 1 3 2 22
It is equally important to plan for expected retirements so that recruitment and retention efforts
could properly align with the future staffing needs of the police department. Between 2024 and 2029,
there are 5 officers who will be between the ages of 53 and 55 (typical age for police officers to retire);
two officers from this group have already retired.
Considering both pieces of information, the City must adopt strategies that minimize officers leaving
for other departments while planning for future staffing needs.
[The gray bars represent staff members]
NEW OFFICER HIRING & TRAINING DURATION
A department with well-trained officers is crucial for effective police services, officer safety, and for
limiting liability for the City. As such, the police division has prioritized careful hiring and customized
training programs to prepare officers for solo patrol duties. These processes require a signiflcant
flnancial investment from the City and a substantial time investment from training officers.
Police staff evaluated the hiring process and estimate it requires at least three months to hire a new
officer. The process involves posting the job position, receiving applications, reviewing applications,
completing multiple rounds of interviews, conducting background investigations, and completing
the pre-employment health screening.
Staff then calculated the average number of days it required 19 officers to complete the new Police
Training Officer (PTO) program (Annex D). There were two additional officers who were hired but
12
received minimal training - one had prior law enforcement experience and the other resigned shortly
after being hired; therefore, they were not included in the calculations. The duration of training varied
from an average of 98 days when the trainees had prior law enforcement experience to an average
193 days when the trainees had no prior experience.
Recently, the department expanded its efforts to recruit applicants and participated in the Intensive
Comprehensive Peace Officer Education and Training (ICPOET) grant program. Police Cadets in this
program receive approximately flve months of classroom and hands-on skill training prior to entering
the police department’s PTO program. If the department continues to hire Cadets, the City can
reasonably expect it will require approximately 15 months to hire and train them.
TYPE HIRING SKILLS TRAINING ~TOTAL DAYS
New Officer (10) 90 0 193 283
CSO (3) 90 0 134 224
Experienced Officer (3) 90 0 98 188
Unsuccessful Officer (3) 90 0 157 247
ICPOET CADET (3) 90 180 TBD 463
FINANCIAL IMPLICATIONS FOR THE CITY
In 2019, the department began tracking the number of hours that training officers spent training 17
officers in the PTO program. During the last 6 years trainers have invested approximately 13,464
hours in training those officers. When officers provide this critically important training, it results in
fewer hours the trainers are available to engage in other public safety services, traffic safety,
community problems, and wellness activities.
2019 2020 2021 2022 2023 2024
1808 hours 1608 hours 1579 hours 4228 hours 1830 hours 2411 hours
Total hours spent training: Approximately 13,464 hours
Staff then analyzed the flnancial costs for the City to hire, equip and train new officers. Staff estimate
the expense to train an individual officer is $82,637.45. The total estimated expense for the City to
train the 17 officers is $1,404,636.65 (Annex E). This data reinforces the importance of retaining
officers.
ESTIMATED COST TO PREPARE AN OFFICER FOR PATROL DUTIES
Application and Interview $1,303.47
Background $4,200.00
Employment Screening $1,140.00
Equipment $2,336.99
Police Training Officer Program $68,016.96
13
(Hourly rate for trainee and trainer)
Compensation Time $5,640.03
Total Per Officer $82,637.45
Total for 17 Officers $1,404,836.65
JOB POSTINGS:
As the City seeks to recruit new officers it must consider the current market condition for police
officers. The number of job postings on the Minnesota POST site on May 5 was 135; however, the true
number of open police officer positions is unknown as the one posting could represent one or more
open positions. A reasonable estimate would be 135 postings represent at least 135 to 270 police
officer positions in Minnesota.
SKILLS ENROLLMENT
The City also needs to consider how many students are eligible to potentially flll future open
positions. Staff contacted the 10 law enforcement skills programs in Minnesota to obtain enrollment
numbers for traditional students (non-cadets). Staff learned there were approximately 591 students
who will be eligible to enter the job market after completing the skills programs.
SCHOOL STUDENTS
Alexandria Technical College (Spring + Summer 2025) 175
Central Lakes College (Summer 2025) 16
Fond Du Lac Tribal and Community College (Summer 2025) 18
Hennepin Technical College (Spring + Summer 2025) 187
151
146
150
145 147
142
135
125
130
135
140
145
150
155
Job Postings on MN POST Board
https://mn.gov/post/aboutus/jobs/
14
Minnesota North, Hibbing Campus (Spring + Summer + Mankato 2025) 66
Minnesota North, Vermillion Campus (Fall 2024*) 21
Minnesota West Technical College, Worthington (Spring 2025) 15
Northland Technical College Thief River Falls (Spring 2025) 15
Rasmussen University (Spring and Fall 2025) 40
Rochester Technical College (Spring 2025) 38
Total number of students 591
Although there are roughly 591 students, it has become common for some of these students to
already have job offers prior to completing their skills program. For example, Fond Du Lac Tribal and
Community College estimated at least 12 of the 18 graduating skills students already had job offers.
HIRING AND BACKGROUND
Since 2020, the City has received 407 applicants for police officer positions. During that time only
15 applicants were successful in completing the interview and background process, which is a 3.7%
success rate. The low success rate can be attributed to the applicants not demonstrating the
necessary qualiflcations during the application and interview process and those who were
backgrounded are disqualifled for not meeting standards. During the same period the City hired
three of its CSOs and a former Lino Lakes officer.
TRADITIONAL AND CADET HIRING
2020 2021 2022 2023 2024/Officer 2024/Cadet
Total Apps. 126 127 34 49 26 45
1st Interview 54 72 14 25 16 32
2nd Interview 13 15 0 5 4 3
Background 12 14 9 5 4 6
Fail 9 9 5 4 3 3
Hired 2 5 3 1 1 3
CSO / PREVIOUS OFFICER
2020 2021 2022 2023 2024 2025
1 1 1 0 0 1
This data illustrates two key points. First, utilizing the CSO program to prepare existing staff to
transition to a police officer position has been effective. Second, although there may be
approximately 591 students seeking police jobs, there is a high percentage who may not pass the
interview and background process. Moreover, there will be stiff competition from the 135 police
agencies who are seeking to recruit the most desirable applicants.
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IMPACTS OF INADEQUATE STAFFING
The Anoka County Dispatch Center provides a report on the total case numbers they create for
activities within the Lino Lakes jurisdiction. Although not every case number that is generated results
in police action, it is illustrative of activity within the community. Between 2019 and 2024 the number
of case numbers generated has increased from 9,189 to 12,652, a 37.6% increase.
During that same date range, the average police response times for all call types increased from
approximately 5 minutes and 53 seconds to 6 minutes and 17 seconds.
0
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12000
14000
19
9
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Year
Case Numbers Generated
0:04:39
0:05:16
0:05:53
0:06:410:06:460:06:11 0:06:130:06:17
0:00:00
0:01:26
0:02:53
0:04:19
0:05:46
0:07:12
0:08:38
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Response Time
16
As staffing levels decreased, staff began monitoring the amount of time that calls for service
remained in a pending status due to officers being involved with a different call, along with the
number of shifts when there were only two officers working (a shift minimum). The analysis of these
two data points conflrmed that when fewer officers were working, the result was an increased
amount of time that calls waited for an officer to respond.
SHIFTS AT MINUMUM
Year Jan Feb Mar April May June Jul Aug Sept Oct Nov Dec Totals Avg
2023 17 36 46 33 37 39 43 50 35 30 32 36 434 39.63%
2024 23 29 40 28 29 21 38 25 34 38 40 40 385 35.06%
STACKED CALL TIMES
Yr. Jan Feb Mar April May June July Aug Sept Oct Nov Dec Totals
23 4:26:41 5:33:33 3:55:16 6:41:22 5:21:42 11:03:39 3:26:25 7:52:26 6:11:33 7:30:27 3:49:38 7:50:11 73:42:53
24 1:42:16 1:39:55 7:21:27 3:43:07 3:29:25 4:51:01 2:57:41 7:45:18 10:25:28 7:03:53 6:56:04 5:05:50 63:01:25
IMPACTS ON OFFICER WELLNESS
The impacts of chronic understaffing are not measured as easily as response times, hours spent on
training, or the cost of the training; however, they are real and important to address.
Chronic understaffing has the potential for cumulative negative impacts on officers as they take on
a greater workload. These include fatigue, burnout, stress, mistakes, and reduced job satisfaction.
Moreover, understaffing can cause fears for staff that there are not enough well-trained and
experienced officers to do the job. Combined, these factors could lead to further attrition.
SUMMARY
• The police division has experienced high levels of attrition.
• The City has invested signiflcant amounts of time and resources to train the officers who have
joined the team and further loss must be avoided.
• The labor market for eligible officers is limited and the loss of additional officers would result
in further destabilization of the organization.
• Police agencies are competing for a limited number of officers.
• Recovery from additional attrition would be lengthy due to the long hiring and training time.
• Inadequate staffing levels have impacted the community and staff.
Based on the above flndings, the goal of the City’s recruitment and retention efforts should be to:
• Retain existing officers.
17
• Prepare current CSOs to be hired as officers.
• Recruit officers with prior law enforcement experience.
COMPETING AGENCY’S INCENTIVES AND WAGES
In 2024 and 2025, police staff completed a review of job postings on the Minnesota POST board
website to consider what strategies other organizations were using to retain and recruit officers. The
strategies ranged from front-loading sick and vacation banks with time, signing bonuses, and
reimbursement for moving expenses.
1. Albert Lea Police Department Relocation Incentives
2. Austin Police Department Hiring Incentive: Up to $7,500
3. Centennial Lakes Police
Department
$5,000 hiring bonus for officers 3+ years experience
$2,500 hiring bonus for officers 0-3 years experience
4. Brooklyn Center Police
Department
Lateral hiring incentive of $5,000, entry-level hiring
incentive of $2,800.
5. Brooklyn Park Police
Department
$5,000 sign-on bonus to lateral officer, 48 hours of
front-loaded vacation time and 40 hours of front-
loaded sick time.
6. Dayton Police Department Front-loaded vacation and sick time
7. East Range Police Department 1 year of experience start at 100% pay with a bank of
sick time hours.
8. Edina Police Department $5,000
9. Golden Valley Front-loaded PTO (40-80 hours DOQ)
10. Hastings Police Department Front-loading of 24 hours of sick and vacation leave
11. Madison Lake Police
Department
12-month $2,000 retention bonus and a $3,000 24-
month retention bonus
12. Metro Transit Police Department Full-Time Officer Bonus $4,000 / Lateral Officer
Bonus $8,000
13. Moorhead Police Department $5,000 sign on bonus for lateral officers
$3,500 for new officers
14. Mounds View Police
Department
Entry Level $3,000 hiring bonus
Lateral $6,000 hiring bonus
15. Prairie Island Police Department Entry Level: $5000 hiring bonus
Lateral: $6000 hiring bonus
16. Richfleld Police Department 24 hours front-loaded vacation
24 hours of front-loaded personal leave time.
17. Red Wing Police Department Pre-hire vacation hours negotiable.
18. Scott County Sheriff's Office $2,000 in hiring/retention incentives
19. Virginia Police Department Pre-loaded vacation and sick time.
20. Waseca Police Department 60 hours of front-loaded vacation
40 hours of front-loaded sick time
21. Washington County Sheriff May be eligible for $1,250 Public Safety retention
18
The most recent review revealed the number of agencies providing speciflc recruitment packages
had declined and agencies appeared to be shifting towards a total employment package. Meaning
these job postings highlight their police officer positions have a work-life balance with schedules that
give more days off or have every other weekend off, access to wellness programs for officers and their
family, take home vehicles, modern facilities, and current tools and technology. The postings also
focus on wages and the amount of paid time-off employees earn.
In recent years, many police departments have signiflcantly increased wages to retain existing
officers and to recruit applicants from the limited number of eligible applicants. Although there are
many factors to consider when determining wages and total compensation, the simplest metric that
can be used for comparison is the start wage and the top wage. Staff assessed 2025 wages for
comparable police departments and found two key points. First, the starting wage for Lino Lakes
officers is better than average and the City is well positioned to hire new officers with no experience.
Second, although the initial pay is competitive, at the top wage Lino Lakes officers are the lowest
paid in the group and are approximately 8% below the average. The sergeant unit is similarly the
lowest paid in their group at the top wage and is approximately 6% below the average.
Again, there are other factors that affect an officer’s total compensation such as pay incentives for
advanced education, shift differential, instructor pay, availability pay, longevity pay, and holiday pay
to name a few. Staff evaluated the longevity pay and holiday pay of the same comparable group to
determine the effects on total compensation. In the comparable group 15 of the 24 agencies had a
form of longevity pay, and 17 of the 24 had some potential form of payment for holiday pay. When
these two factors were considered, the results slightly improved.
2025 - COMPARISON GROUP
Start 4 years 6 years 8 years Top Pay Total Comp Top Avg
Minimum $35.71 $46.84 $48.51 $48.51 $50.40 $107,619.20
Maximum $43.33 $52.27 $54.15 $56.81 $56.81 $122,443.52
Average $38.85 $49.75 $51.19 $52.23 $53.78 $116,113.38
Lino Lakes PD $42.22 $47.06 $49.67 $49.67 $49.67 $109,447.85
% Difference Avg 7.97% -5.72% -3.06% -5.16% -8.27% -6.09%
% Difference Min 15.42% 0.47% 2.34% 2.34% -1.47% 1.67%
% Difference Max -2.63% -11.07% -9.02% -14.37% -14.37% -11.87%
19
RETENTION AND RECRUITMENT STRATEGIES
The council is being asked to consider the following retention and recruitment strategies:
• Front-load sick and vacation banks each with 20 hours for newly hired officers.
• Give an immediate 4% pay increase for patrol beginning at Step 4.
• Give an immediate 2% pay increase for sergeants beginning at Step 1.
• Conduct a study to evaluate wages and earned time off. When complete, adjust wages to
match the average wages and earned time off accruals to their comparable groups.
• Maintain three patrol shifts and once staffing levels allow, establish a 5 on, 4 off schedule.
• Anticipate retirements and allow the organization to temporarily hire above authorized
strength to flll expected vacant positions.
• Support potential budget increases when the department’s wellness committee identifles
programs that support officer well-being.
• Support additional equipment purchases and facility improvements, for example handguns
with red dots sights, license plate reader technology, Axon Taser upgrades, new badges and
patches, updated squad graphics, officer plaques with picture and biography, and building
security fencing.
ESTIMATED COST PROJECTIONS
The numbers in the following table refiect a good faith estimate of cost projections for the City. The
cost increases refiect a 4% pay increase effective July 1, 2025, for patrol officers, and a 2% pay
increase for sergeants, the addition of an Evidence Manager Intel Specialist position in 2025, the
temporary use of Acting Sergeants, and the addition of two Sergeants and two Lieutenant positions
in 2026. These numbers may change with further analysis of comparable wages and additional
calculation costs associated with future increases in health and life insurance.
2025
Impact
2026
Impact
2027
Impact
Create Evidence Manager / Intel Specialist
Position
5,498.35 17,587.46 19,346.21
Amend Police Officer Steps by increasing Step 4
and above by 4%
29,246.39 99,363.79 109,300.17
Amend Sergeant Steps by increasing all Steps
by 2%
8,581.08 18,191.89 20,011.08
20
Create 2 additional Sergeant Positions (from
Officer pool - using 'average' Officer wages &
beneflts)
- 47,025.46 51,728.01
Add back 2 Lieutenants (use existing Grade 220,
incremental increase over 'average' Sergeant)
- 12,331.11 27,128.44
Top-Range Officer to receive acting Sergeant
pay for 6 months in 2025 and 2 months in 2026
2,477.19 3,496.21 -
Add budget-shift back to Police Dept for
allocated positions (Admin Asst, Chief, Captain)
- 82,165.00 82,165.00
Total of Projected Changes affecting General
Fund Levy
45,803.01 280,160.92 309,678.90
If the City were to provide newly hired police officers with a total of 40 hours of front-load sick and
vacation time (combined), the estimated cost for the city would range between $1700-$2500 per
officer.
RECOMMENDATION
The City Council is being asked to consider the phased implementation of the organizational
structures, the adoption of the priority recommendations, and the retention and recruitment
strategies.
21
ANNEX INDEX
Annex A Staff Roster and Timeline
Annex B Staffing Levels
Annex C Staff Attrition
Annex D New Officer Training
Annex E Estimated Cost to Hire and Train a New Officer
22
ANNEX A
Staff Roster and Timeline
Administration
1 Boehme Curt Director
2 Leibel Kyle Sergeant - Leave
3 Owens William Sergeant
4 Schirmers Chad Sergeant
5 Thill Dan Sergeant
6 Carlson Matt Sergeant
7 Kraemer Katie Sergeant
Patrol
8 Halverson Adam Officer
9 Paulson Matt Officer
10 Strub Bob Officer
11 Hamann Nate Officer
12 Wills Krissy Officer
13 Riehm Austin Officer – Eagan PD
14 Hallin Alex Officer
15 Sinna Kenny Officer
16 Ng Anissa Officer
17 Heu Eric Officer
18 Bergeron Sam Officer
19 Bonczek Shelby Officer
20 Tracy Kevin Officer
21 Reineke Matt Officer
22 Simon Isaac Officer
23 Petrie Beck Officer
24 Clayton Lauren Officer
25 Oleson Jordan Officer - PTO Training
26 Crowley Zach Officer - PTO Training
27 Timmons Colton Officer – Cadet
28 Mckinney Kayla CSO – Officer Conditional
Non-Sworn
28 Schlueter Margie Administrative Assistant
29 Crowe Jessica Investigative Assistant
30 Boyd Jody Records Technician
31 Hawkinson Lori Records Technician
32 Pothen Bennett CSO
33 Solorzano Chloe CSO
34 Vacant
TIMELINE
Skills Completion PTO – Est. Start Est. Patrol Date
Oleson Jordan 02/24/2025 02/26/2025 09/26/2025
Crowley Zach 03/14/2025 03/17/2025 10/17/2025
Mckinney Kayla 05/13/2025 5/26 - 06/02/2025 12/15/2025
Timmons Colton 07/24/2025 07/25/2025 02/25/2026
23
ANNEX B
Staff Levels
NAME 2018 2019 2020 2021 2022 2023 2024 2025
1. Officer - August 2020
2. Officer - August 2022
3. Kyle Leibel - April 2025, Leave
4. Officer - June 2024
5. Officer - April 2022
6. Officer - Aug 2018, & 6/20-10/20
7. Adam Halverson - Active
8. Officer - October 2022
9. Curt Boehme - Active
10. William Owens - Active
11. Officer - August 2021
12. Officer - August 2020
13. Officer - June 2020
14. Chad Schirmers - Active
15. Dan Thill - Active
16. Matt Paulson - Active
17. Officer - February 2025
18. Robert Strub - Active
19. Officer - May 2020
20. Nate Hamann - Active
21. Kristen Wills - Active
22. Officer - August 2019
23. Katie Kraemer - Active
24. Officer - July 2019
25. Austin Riehm - Active
26. Alex Hallin - Active
27. Officer - November 2021
28. Kenny Sinna - Active
29. Matt Carlson - Active
30. Anissa Ng - Active
31. Officer - February 2023
32. Eric Heu - Active
33. Sam Bergeron - Active
34. Shelby Bonczek - Active
35. Kevin Tracy - Active
36. Matt Rieneke - Active
37. Officer - April 2024
38. Isaac Simon - Active
39. Beck Petrie - Active
TOTAL OFFICERS 25 27 26 24 26 25 25 22
Blue indicates the officer was employed during the year.
Chart only includes officers who completed PTO and worked at least 6 months in a given year.
24
ANNEX C
Staff Attrition
Name Date
Started
Date
Left Agency Years of
Experience
Officer 1 06/08/2015 08/01/2019* ACSO 4.2
Officer 2 12/03/2012 05/01/2020* Blaine PD 7.4
Officer 3 10/15/2007 06/01/2020* Blaine PD 12.7
Officer 4 06/01/1994 08/05/2020 Columbia Heights 26.2
Officer 5 10/05/2020 03/11/2021 Minneapolis PD 0.4
Officer 6 01/22/2007 06/01/2021 Blaine PD 14.3
Officer 7 06/02/2021 07/14/2021 Prairie Island PD 0.1
Officer 8 02/04/2019 10/31/2021 Blaine PD 2.7
Officer 9 10/05/2020 02/14/2023 Coon Rapids PD 2.3
Officer 10 08/01/2022 04/23/2024 New Brighton 1.8
Officer 11 04/02/2018 05/28/2025 Eagan PD 7.1
Total 11 *~date Average 7.2
Name Date of Resignation
Officer 1 01/14/2019
Officer 2 07/01/2019
Officer 3 08/01/2020
Officer 4 10/01/2020
Officer 5 08/15/2022
Officer 6 10/26/2022
Officer 7 04/16/2022
Officer 8 03/06/2024
Total 8
Name Date of Retirement
Officer 1 8/16/2022
Officer 2 6/29/2024
Officer 3 1/31/2025
Total 3
TOTAL ATTRITION
2019 2020 2021 2022 2023 2024 2025 Total
3 5 4 4 1 3 2 22
25
ANNEX D
New Officer Training
Name Hire Date
1. Officer 06/12/2018
2. Officer 08/13/2018
3. Officer 02/14/2019
4. Officer 04/01/2019
5. Officer 11/18/2019
6. Officer 12/09/2019
7. Officer 06/01/2020*
8. Officer 10/05/2020
9. Officer 10/05/2020
10. Officer 06/02/2021*
11. Officer 07/05/2021
12. Officer 08/02/2021
13. Officer 10/18/2021
14. Officer 02/17/2022
15. Officer 02/28/2022
16. Officer 08/01/2022
17. Officer 08/15/2022
18. Officer 10/18/2022
19. Officer 03/06/2023
20. Officer 09/11/2023
21. Officer 07/08/2024
*Received minimal training in PTO
TYPE HIRING SKILLS TRAINING ~TOTAL DAYS
New Officer 90 0 193 283
CSO 90 0 134 224
Experienced Officer 90 0 98 188
Unsuccessful Officer 90 0 157 247
ICPOET CADET 90 180 TBD (193) 463
26
ANNEX E
Estimated Cost to Hire and Train a New Officer
COST – APPLICATION AND INTERVIEW TIME
• 15 minutes to review each application.
• 407 applications were received between 2020-2024.
• 15 minutes x 407 applications = 101.75 hours spent reviewing applications.
• 101.75 hours / 15 officers hired between 2020-2024 = 6.78 hours spent reviewing
applications to hire one officer.
• Typically, there are 3 officers on the panel for the first interview.
• 30 minutes each interview.
• Total time per interview =1.5 hours.
• It varies how many officers are on the panel for the second interview, but 2 will be used for
the calculation.
• 30 minutes each interview.
• Total time per interview =1 hour.
• Between 2020-2024, there were 213 first round interviews to hire 15 officers.
• Between 2020-2024, there were 40 second round interviews.
• 213 interviews X 1.5 hours = 319.5 hours.
• 40 interviews X 1 hour = 40 hours
• Total hours in interview to hire 15 people was 359.5 hours.
• 359.5 hours / 15 officers = 21.3 hours spent on interviews to hire one officer.
(6.78 hours to review application + 21.3 hours to complete interview) X ($46.42 top hourly
2024 patrol rate) = total cost for application review and interview process: $1,303.47 per
officer hired
COST – BACKGROUND TIME
• 407 applicants, 50 given background packets, 15 passed. On average 3 backgrounds are
required to hire one person.
• Average background takes 40 hours to complete.
• The hourly rate of background investigators is $35.00.
120 hours X $35.00 = $4200 per officer hired
COST – PRE-EMPLOYMENT SCREENING
• Martin McAllister - $625 / Faul Psychological - $665
• WorkSteps – $185
• Health Strategies – $330 / $459 – new 2025 price
$1,140 per officer hired. Not everyone passes at this point.
27
COST – POLICE EQUIPMENT
• Aspen Mills – $2,078.13 (Officer A) and $2,073.42 (Officer B) for uniforms and equipment
• Aspen Mills Body Armor – $1,206.60 but after reimbursement = $248.10 (Officer A) and
$1,116.85 but after reimbursement = $158.35 (Officer B)
o Reimbursement includes - $849.00 for the Armor, ½ DOJ coverage and ½ State
coverage, and $219.00 for the Carrier, ½ state coverage – Totaling $1,068.00.
o This cost included BWC clip and vest alterations.
• Amazon Duty Bag - $57.99
Officer A was in March of 2023 and Officer B was in September of 2023. Officer A totaled
$2,384.22 and Officer B totaled $2,289.76.
$2,336.99 per officer hired.
COST – LABOR TIME FOR TRAINEE AND TRAINER
Time Spent in Training from
Logger
2019 1807:47:00
2020 1607:37:00
2021 1579:36:00
2022 4227:37:00
2023 1830:03:00
2024 2411:26:00
Total PTO Hours 13,464:00
Hired Officers
1. Officer – 2/2019 2. Officer – 4/2019
3. Officer – 11/2019 4. Officer – 12/2019
5. Officer – 10/2020 6. Officer – 10/2020
7. Officer – 7/2021 8. Officer – 8/2021
9. Officer – 10/2021 10. Officer – 2/2022
11. Officer – 2/2022 12. Officer – 8/2022
13. Officer – 8/2022 14. Officer – 10/2022
15. Officer – 3/2023 16. Officer – 9/2023
17. Officer – 7/2024
**Since 2019, the above officers participated in the PTO program. Additional were hired but
received minimal training in the program and were not included in the calculations**
28
There are two methods to calculate the combined cost of wages for trainer and the trainee:
1) Using the above Logger PTO hours
• 13,464:00 total hours training officers / 17 officers = 792 hours per officer.
• 792 hours x $39.46 (trainee wage) = $31,252.32
• 792 hours x $46.42 (trainer wage) $36,764.64
$31,252.32 + $36,764.64 = $68,016.96 in combined wages to train each officer
2) Using a typical a PTO schedule
• Generally, 18 days per phase, 4 phases, 4 days for mid-term, 5 days for final.
• 81 days x 9.5 hours days = 769.5 hours
• 769.5 x $39.46 (trainee wage) = $30,364.47
• 769.5 x $46.46 (trainer wage) = $35,750.97
$30,364.74 + $35,750.97 = $66,115.71 in wages to train each officer
PTO COMPENSATION TIME
• Generally, 18 days per phase, 4 phases, 4 days for mid-term, 5 days for final.
• Equates to about 81 shifts where a trainer receives 1.5 hour of comp time.
• The additional of PTO comp time during integration training will increase this number in the
future.
• Equivalent value is 121.5 hours x $46.42 = $5,640.03 in wages per officer trained.
ESTIMATED COST TO PREPARE AN OFFICER FOR PATROL DUTIES
Application and Interview $1,303.47
Background $4,200.00
Employment Screening $1,140.00
Equipment $2,336.99
Police Training Officer Program
(Hourly rate for trainee and trainer)
$68,016.96
Compensation Time $5,640.03
Total Per Officer $82,637.45
Total for 17 Officers $1,404,836.65
1
CITY COUNCIL
SPECIAL WORK SESSION MEETING STAFF REPORT
AGENDA ITEM
STAFF ORIGINATOR: Daniel L’Allier, Fire Chief
MEETING DATE: May 14, 2025
TOPIC: Fire Department’s staffing recommendations after receiving the
final report from Citygate Associates
VOTE REQUIRED: No Vote
______________________________________________________________________________
INTRODUCTION
Fire Department and City Staff will present three options for providing fire protection services,
based on the findings from Citygate Associates’ Operational Study of The Public Safety
Department.
BACKGROUND
The City of Lino Lakes commissioned an Operational Study of The Public Safety Department,
including fire protection services. The study provided a best practice staffing model for Fire,
EMS and Emergency Management services within the City of Lino Lakes.
Fire Department and City Staff have established three fire protection services options based on
Citygate Associates’ findings. The staffing model recommended by the Fire Department is very
similar to Citygate Associates’ staffing model; there are a few minor adjustments within the
staffing model to provide redundancy within the Fire Department. The Fire Department’s
recommendations have an enhanced strategic implementation timeline to lessen budget
impacts and cost to tax payers, while providing a higher quality fire services model.
Option 1. Citygate Associates’ proposal for providing City managed and staffed Fire, EMS, and
Emergency Management services.
Option 2. Fire Department Staff’s proposal for providing City managed and staffed Fire, EMS
and Emergency Management services.
Option 3. Joint Powers Agreement, contracted services or remain status quo to provide Fire,
EMS and Emergency Management services.
2
RECOMMENDATION
Fire Department staff is recommending a discussion on these three options to provide Fire, EMS, and
Emergency Management services to the City of Lino Lakes.
ATTACHMENTS
Power point of the models for discussion
LINO LAKES FIRE DEPARTMENT
36-Month Staffing Implementation Plan
Presented by Dan L’Allier and Brian Finke
FIRE DEPARTMENT RESPONSE IMPLEMENTATIONS
SINCE THE RELEASE OF THE MID-PROJECT REVIEW
MID-PROJECT REVIEW PRESENTED ON FEBRUARY 3, 2025
▪The Fire Department is the primary EMS response during the weekdays, 0600-1800
▪Recommendation #40
▪Duty Crew Firefighter/EMTs have been credentialed to provide limited advanced life support skills
▪Two fire engines have been outfitted with advanced life support equipment
▪Frees up Police Officers for better allocation of Police resources
▪Reasoning for Firefighter (FFs)/EMTs providing limited advanced life support skills
▪In 2024 for Lino Lakes, Allina Health reported an ambulance arrived on scene in 10:59 minutes or less,
57.5% of the time. This statistic indicates that 42.5% of the time, patients are waiting 11 minutes or more
for an ambulance to arrive (Allina Health EMS Response presentation on 4/3/25)
▪In 2024, Allina Health responded 1,403 times to Lino Lakes –596 residence waited 11 minutes or more
for an ambulance to arrive and begin providing patient care (Allina Health EMS Response presentation
on 4/3/25)
▪Challenges with the EMS response provided by the Fire Department
▪The residents of Lino Lakes receive different levels of patient care, depending on the time of
day and the day of the week
FIRE DEPARTMENT RESPONSE IMPLEMENTATIONS
SINCE THE RELEASE OF THE MID-PROJECT REVIEW
MID-PROJECT REVIEW PRESENTED ON FEBRUARY 3, 2025
▪Appointed a Fire Chief and operating as a stand alone Fire Department
▪Recommendation #41
▪4 Firefighters are attending Fire Apparatus Operator (FAO) training
▪Recommendation #44
▪Currently have 5 Firefighters FAO certified
▪Began allowing Duty Crew (DC) to staff with 4 Firefighters on shift versus 3 Firefighters
▪Table 31 -Call-to-Arrival Performance by Year
▪In 2024, the average Fire Department on scene time was 12:48 minutes after the 911 call was made
▪In 2024, LLFD averaged 4:18 minutes over the best practice goal time of 7:30 minutes
▪When 4 Duty Crew Firefighters are on shift, the crew is split between the Fire Stations, improving response
times and allows the ability to respond to two calls at once without requesting Paid-On-Call
(POC) FFs to assist DC FFs (occurs 16.56% of the time, per Table 25 -Simultaneous Incident
Activity (2024))
CITYGATE ASSOCIATE’S FINAL RECOMMENDATIONS
STAFFING RECOMMENDATIONS
▪Fire Chief (exempt) currently Dan L’Allier occupies this role
▪Prevention Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Training Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Logistics Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Administrative Lieutenant (exempt) currently Brian Finke occupies this role
▪0.5 FTE Office Support Position (up to 29-hours per week)
▪6 Captains -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪6 FAOs -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪1 POC/DC FF at each Fire Station working 24 hour shifts (A, B & C shifts)
▪Optimally, recommending 2 POC/DC FFs at each station (full engine company)
▪Currently, DC FFs are limited to work 29 hours a week/58 hours in a pay period
CITYGATE ASSOCIATE’S FINAL RECOMMENDATIONS
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪Fire Chief (exempt) currently Dan L’Allier occupies this role
▪No additional budget impact
▪Prevention Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 1 FTE = $135,000 wages per year/$190,391 with benefits (top of pay scale -exempt)
▪Training Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 1 FTE = $135,000 wages per year/$190,391 with benefits (top of pay scale -exempt)
▪Logistics Battalion Chief (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 1 FTE = $135,000 wages per year/$190,391 with benefits (top of pay scale -exempt)
▪Administrative Lieutenant (exempt) currently Brian Finke occupies this role
▪No additional budget impact
CITYGATE ASSOCIATE’S FINAL RECOMMENDATIONS
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪0.5 FTE Office Support Position (up to 29-hour per week)
▪Adding 0.5 FTE = $53,000 wages per year/$59,316 with pro rated benefits (middle of pay scale –1,508 hrs./yr.)
▪6 Captains -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 6 FTEs -$120,000 per FTE = $720,000/$1,028,010 with benefits (top of pay scale -2,756 hrs./yr.)
▪6 FAOs -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 6 FTEs -$110,000 per FTE = $660,000 per year/$951,631 with benefits (top of pay scale -2,756 hrs./yr.)
▪1 POC/DC FF at each Fire Station working 24 hour shifts (A, B & C shifts)
▪Currently budgeting $300,000 for DC FFs
▪2 FFs on shift 24-hours a day = $627,216 -$300,000 = $327,216 annual budget increase
▪DC FFs allowed to work up to 29 hours per week
▪Citygate Associate “optimally” recommends 4 FFs on shift vs 2 FFs on shift
▪4 FFs on shift 24-hours a day = $1,254,432 -$300,000 = $954,432
CITYGATE ASSOCIATE’S FINAL RECOMMENDATIONS
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪3 Chiefs –3 FTEs -$571,173 (top of pay scale -exempt)
▪Office Support Position –0.5 FTE -$59,316 (middle of pay scale –1,508 hrs./yr.)
▪6 Captains –6 FTEs -$1,028,010 (top of pay scale –2,756 hrs./yr.)
▪6 FAOs –6 FTEs -$951,786 (top of pay scale –2,756 hrs./yr.)
▪2 DC/POC FFs -$327,216 (includes the deduction of $300,000 for current DC FF wages)
▪4 DC/POC FFs -$954,432 (includes the deduction of $300,000 for current DC FF wages)
▪Total with 2 DC/POC FFs = $2,937,501 -Total with 4 DC/POC FFs = $3,564,717 = additional $627,216 per year
▪Fire Department previously funded 15% of Director’s, Captain’s and Administrative Assistant’s wages and budgeted
$10,000 for the 2 cross-trained Police Officers
▪Fire Department’s annual cost for these five positions equates to $93,250
▪Adding 15.5 FTEs and 2 DC/POC FFs 24-hours a day
▪$2,937,501 -$93,250 = $2,844,251 increase to the annual budget
▪15.5 FTEs & 4 DC/POC FFs 24-hours a day = $3,564,717 -$93,250 = $3,471,467
CITYGATE ASSOCIATE’S ORGANIZATION CHART
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS
▪Fire Chief (exempt) currently Dan L’Allier occupies this role
▪Addresses the deficiencies in Citygate Associates’ recommendations
▪Deputy Fire Chief / Fire Marshal (exempt) promote Brian Finke into this role
▪Citygate Associate proposed an Administrative Lieutenant -a Deputy Fire Chief / Fire Marshal aligns
closer to industry standards & surrounding communities, this also provides redundancy when the Fire
Chief is unavailable
▪Citygate Associate placed the Fire Marshal responsibilities with the Prevention Battalion Chief. The
duties of the Fire Marshal occur Monday through Friday, the 3 Battalion Chiefs will work an
alternating 24-hour schedule and there will be weeks that the Battalion Chiefs will only work one day
during the work week (Monday through Friday). Brian Finke holds State delegation for plan review
and inspections
▪Firefighter with administrative duties (40 hours a week)
▪Citygate Associate proposed a part-time Administrative Assistant –a full-time Firefighter with
administrative duties allows the ability to assist in filling shift vacancies or Firefighters on light
duty and can be utilized to assist with addition administrative duties currently completed by
the only two Administrative staff members (apparatus, obtain supplies/equipment, etc.)
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS
▪3 Battalion Chiefs –1 on a shift (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Aligns with Citygate Associate’s recommendations and addresses deficiencies in Administrative
findings
▪Required to be certified Fire Inspectors to assist the Deputy Fire Chief / Fire Marshal with inspection
duties, preplanning and building familiarity for the Firefighters
▪Provides 24-hour Chief Officer supervision and ensures a designated Incident Commander to
manage incidents, in the City and outside of the City
▪6 Captains -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Aligns with Citygate Associate’s recommendations and provides direct crew supervision
▪6 FAOs -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Aligns with Citygate Associate’s recommendations and provides designated operators to limit
accidents with apparatus
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS
▪2 POC/DC FF at each Fire Station working 24-hour shifts (A, B & C shifts)
▪Citygate Associate proposed having 1 Firefighter at each Fire Station however, Citygate Associate does
acknowledges having 2 Firefighters at each Fire Station is “optimal “ (Recommendation #39)
▪OSHA’s two in/two out standard requires 4 Firefighter on scene before making entry into an
Immediately Dangerous to Life or Health (IDLH) atmosphere
▪Allows for the possibility to split the crew during less serious medical calls
▪Allina Health’s ambulance response times 11 minutes or more, occurs 42.5% of the time (Allina
Health EMS Response presentation on 4/3/25)
▪Splitting the crew also allows the ability to respond to a second simultaneous call
▪Occurs 16.56% of the time (Table 25 -Simultaneous Incident Activity (2024))
▪If a Firefighter cannot make their shift, the minimum of 3 Firefighters on shift is achieved
▪Human Resources reported the Part-Time Duty Crew Firefighters use discretionary leave time (ESST)
at the highest rate per capita in the City’s workforce (section 7.1 –Administrative Organization
Overview found in Volume 3: Technical Report)
▪Currently, DC FFS are limited to work 29 hours a week/58 hours in a pay period
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪Fire Chief (exempt) currently Dan L’Allier occupies this role
▪No additional budget impact
▪Deputy Fire Chief / Fire Marshal (exempt) promote Brian Finke into this role
▪An additional $30,000 per year in wages/$38,113 with benefits
▪Firefighter with administrative duties (40-hours per week)
▪Adding 1 FTE –72,800 per year/$107,138 with benefits (middle of pay scale –2,080 hrs./yr.)
▪3 Battalion Chiefs -1 on a shift (exempt) working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 3 FTE -$135,000 per FTE = $405,000 per year/$571,173 with benefits (top of pay scale -exempt)
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪6 Captains -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 6 FTEs -$120,000 per FTE = $720,000/$1,028,010 with benefits (top of pay scale -2,756 hrs./yr.)
▪6 FAOs -1 at each Fire Station working 24 or 48 hour shifts (A, B & C shifts)
▪Adding 6 FTEs -$110,000 per FTE = $660,000 per year/$951,631 with benefits (top of pay scale -2,756
hrs./yr.)
▪2 POC/DC FF at each Fire Station working 24 hour shifts (A, B & C shifts)
▪Currently budgeting $300,000 for DC FFs
▪4 FFs on shift 24-hours a day = $1,254,432 -$300,000 = $954,432 annual budget increase
▪DC FFs allowed to work up to 29 hours per week
▪Citygate Associate “optimally” recommends 4 FFs on shift vs 2 FFs
▪2 FFs on shift 24-hours a day = $627,216 annual budget reduction
FIRE DEPARTMENT’S PROPOSAL TO CITY COUNCIL
STAFFING RECOMMENDATIONS COST TO THE CITY -CONSULTED WITH KELLY HORN -2025 WAGES
▪Deputy Fire Chief / Fire Marshal (vs Lieutenant position) -$38,113 ($38,113 over Citygate Associate)
▪3 Battalion Chiefs –3 FTEs -$571,173 (same as Citygate Associate)
▪Firefighter with administrative duties -1 FTE -$107,138 ($47,822 over Citygate Associate)
▪6 Captains –6 FTEs -$1,028,010 (same as Citygate Associate)
▪6 FAOs –6 FTEs -$951,786 (same as Citygate Associate)
▪4 DC/POC FFs on shift –$954,432 ($627,216 over Citygate Associate)
▪Total with 4 DC/POC FFs = $3,650,652 -Total with 2 DC/POC FFs = $3,023,436 = $627,216 less per year
▪Fire Department previously funded 15% of Director’s, Captain’s and Administrative Assistant’s wages and
budgeted $10,000 for the 2 cross-trained Police Officers
▪Fire Department’s annual cost for these positions equates to $93,250
▪Adding 16 FTEs & 4 POC/DC FFs 24-hours a day
▪$3,650,652 -$93,250 = $3,557,402 increase to the annual budget
▪$713,151 more than Citygate Associate’s proposal
FIRE DEPARTMENT’S PROPOSED ORGANIZATION CHART
ADDITIONAL OPTIONS CONSIDERED
FIRE SERVICE OPTIONS
▪Joint Powers Agreement (JPA)
▪Enter into an agreement with another agency or city(s)
▪Citygate Associate indicated -none of the surrounding agencies they had conversations with, were
interested in a JPA with Lino Lakes at this time
▪City ordinance provides guidelines for JPAs
▪Contracted services
▪Fire services provided by another entity
▪This is not currently offered by any entities in the State of Minnesota
▪Remain status quo
▪Citygate Associate’s report indicates this is not an option
▪Recommending to hire 15 full-time employees to provide an adequate fire response today
36-MONTH STAFFING IMPLEMENTATION PLAN
FEB. 1ST, 2025 –FEB. 1ST, 2028 TO COMPLETE THE PROCESS
By the end of 2025
▪Apply for a SAFER grant for 15 full-time employees -opens in May/June & 3 year term
▪Plan for accommodations at both Fire Stations
▪Apparatus, equipment and gear needs
▪4 Duty Crew Firefighters on a shift, Monday through Sunday, 0600-1800
▪Begin the hiring process of the 3 Battalion Chiefs
▪Begin allowing POC Firefighter to work scheduled shifts (work with HR)
▪Rebranding process
▪Department logo, patches, badges & mission statement
36-MONTH STAFFING IMPLEMENTATION PLAN
FEB. 1ST, 2025 –FEB. 1ST, 2028 TO COMPLETE THE PROCESS
By the end of 2026
▪Continue Battalion Chief hiring process
▪Begin the hiring process for 6 Captains
▪Possibly sooner, if a SAFER grant in obtained
▪Equipment and gear needs have been identified and in process
▪Apparatus needs have been identified
▪Temporary accommodations for staffing 24-hour shifts
▪POC and DC FFs staffing 24-hours a day, 7 days a week/2 per Fire Station
36-MONTH STAFFING IMPLEMENTATION PLAN
FEB. 1ST, 2025 –FEB. 1ST, 2028 TO COMPLETE THE PROCESS
By the end of 2027
▪Begin the hiring process for 6 FAOs
▪Possibly sooner, if a SAFER grant in obtained
▪Apply for a second SAFER grant for 12 full-time Firefighters
▪Citygate Associate recommend hiring full-time Firefighters, if the POC/DC FFs struggle to fill shifts
▪(Recommendation #49 & Table 3 –Proposed Fire Department Staffing Summary)
▪12 full-time Firefighters costs $1,646,880 per year -4 POC/DC FFS costs $1,254,432 per year (need 28-56 to ensure all shifts are filled)-consulted with Kelly horn
▪Accommodations to both Fire Stations have been identified and in progress
▪Apparatus needs are acquired and in service
▪Full implementation of the 36-month plan has been initiated
▪Both Fire Stations are staffed 24-hours a day, 7 days a week
Questions