HomeMy WebLinkAbout10/04/2010 Council PacketWORK SESSION AGENDA
CITY OF LINO LAKES
October 4, 2010
CITY COUNCIL WORK SESSION
Community Room (not televised)
5:30 P.M.
1. Organizational Review
2. Public Safety Director Search
3. Comprehensive Plan Review
4. Storm Water Utility Update
5. Set Budget Work Session
6. Odd Year Elections
7. Council schedule for December
Review Regular Agenda
Adjourn
to follow on Friday
WS — Item 1
WORK SESSION STAFF REPORT
Work Session Item 1
Date: October 4, 2010
To: City Council
From: Jeff Karlson, City Administrator
Re: Scope of Organizational Review
Background
Mayor Reinert asked me to outline the scope of the organizational assessment if staff were to
perform an internal analysis of the organization.
When formulating and then implementing an organizational review process, the most important
considerations are: (1) what needs to be changed; (2) why are the changes needed; and (3) what
specific benefits will changes produce. There are many different strategies and methods for
analyzing organizations. A very helpful framework is to think of the process as managing
change, which involves problem solving. I think the best approach is to implement a mix of
strategies.
When we're talking about the scope of the organizational review and subsequent change
strategies, this can vary from minor "tweaking" to a complete transformation of the entire
organization, which of course involves people. Therefore, before jumping into this process, I
think it is important that we have a clear sense of mission or purpose that describes what the City
is striving to accomplish. The organizational analysis will at various times focus on defining the
problems (or opportunities) that need to be solved, on identifying change strategies to solve those
problems, and on finding ways to make the required changes. The change problem is often
expressed, at least initially, in the form of a "how" question. That leads to the "what" questions.
What are we trying to accomplish? What changes are necessary? Then we'll have to ask the
"why" questions to get at the ultimate purposes or functions and to open the door to finding new
and better ways of doing them.
Much of what we accomplish in our analysis will be done on the fly. We'll simply jump into it
and hope for the best results. We will have to be flexible as we go through this process.
Following are a few basic guidelines for us to keep in mind in the context of organizational
change:
1. Communicate to employees openly and honestly the potential need for change. In other
words, set the stage for change. Appreciate that employees will react differently to change.
2. Get as much feedback as practical from employees, including what they think are the
problems and what should be done to resolve them.
3. Know why we're making any changes. What goals do we hope to accomplish?
4. Keep perspective. There is no "silver bullet" that will completely turn the organization
around and make things better for everyone all the time.
5. Keep focused on delivering services to the residents as cost effectively and efficiently as
possible.
6. Successful change must involve management staff and the City Council.
7. Include closure in the plan.
Components of the organizational assessment would include the following:
1. A benchmarking study of city positions to see how Lino Lakes compares with other cities of
similar size and characteristics.
2. A review of the City's organizational structure, which would include going over job
descriptions with the department directors and individual employees to determine if their job
descriptions still reflect the duties and responsibilities they perform on a regular basis. This will
expose any redundancy in the organization.
3. An examination of the City's internal processes and systems. This drills down to the how,
what, and why questions. How do we change from System Y to System Z? How do we get
people assume more responsibility, to be more creative? What are we trying to accomplish?
What changes are necessary? What indicators will signal success? What standards apply? What
measures of performance are we trying to affect? Why do we do what we do? Why do we do it
the way we do it? Asking "why" questions gets to the ultimate purposes of people. The term
"system" can be defined as an arrangement of resources and routines intended to produce
specific results. In that context, you look at both the "hard" systems (e.g., computer -based
information systems) and the "soft" systems (e.g., compensation plan, appraisal system).
One additional component might be to hire a consultant to administer an organizational
assessment instrument, which generally involves personal interviews, surveys, and
questionnaires to identify positive and negative influences, to provide a "gap" analysis, and to
impart directional recommendations. There are many organizational assessment tools that would
provide information as to how well the City's critical elements are working together to achieve
its strategic goals and missions.
Two basic questions that organizations often ask are: "How do we know that resources are being
properly allocated, and how can we better utilize our limited resources." It's these two questions
that should move us to examine the whole issue of what the important elements are which
contribute to organizational success.
Requested Council Direction
Staff is seeking further direction from the Council.
WS — Item 2
WORK SESSION STAFF REPORT
Work Session Item 2
Date: 4 October 2010
To: City Council
From: Dan Tesch, Director of Administration
Re: Public Safety Director Search
Background
Per council direction, the following is an outline of the process with options for filling the
vacant Public Safety Director position. We will be using the standard recruitment/hiring
process that we would use for a department head.
The City Administrator and I met with Interim Public Safety Director on 28 September to
discuss the process for filling the vacant director position.
Option A. Appoint the Interim Public Safety Director as Director — evaluate the
Captain position.
Option B. Conduct an internal recruitment process.
Option C. Conduct an external recruitment process with a consultant.
Option D. Conduct an external recruitment process using in -house staff.
The details of Option D are as follows:
Recruitment: We will prepare an employment packet which will include a community
and position profile.
Advertise: We would advertise the position with:
MN POST Board
League of MN Cities Web Site
Minnesota Chiefs Association
The City's web site
1
Screening: Staff will screen the applicants and determine a logical number of semi-
finalists (generally 6 -10).
Interviewing: The City Administrator, myself and another department director will
conduct first round interviews and provide the council with a logical
number of finalists (generally 3 -5).
At the same time, a panel representing patrol officers and supervisors
will also be interviewing candidates and provide feedback to the
directors.
Testing: Finalist would be tested for leadership skills, critical thinking and aptitude
as well as psychological testing.
Options: PDI
Martin - Macalister
Human Resources Consultants
Selection: The City Council, City Administrator (and others if the council would
like) will interview the finalists and make a selection based
the interviews, test results, background and reference checks.
Time line: After meeting with Interim chief Strege, we recommend that recruitment
begin after the first of the year.
From the start of the advertisement to start date is generally 10 -12 weeks.
Requested Council Direction
Council direction as to the process for selecting a new Public Safety Director
Attachment(s)
None
2
WS — Item 3
WORK SESSION STAFF REPORT
Work Session Item 3
Date: Council Work Session, October 4, 2010
To: City Council
From: Michael Grochala
Re: Comprehensive Plan Review
Background
The City Council reviewed proposed changes to Land Use and Housing chapters of the draft
2030 Comprehensive Plan at the August 11, 2010 work session. The council proposed the
following changes:
• Chapter 3, Land Use Plan (pages 26 -27). Modification of the proposed statement within
the Growth Management Policy establishing an annual average of 230 new residential
dwelling units per year. The council reduced the maximum number of residential units
allowed in any one year The proposed language now reads:
"The City will plan to accommodate an annual average of 230 units per year over
each 5 year phasing period not to exceed 345 units in any one year. At the end of the 5
year phasing period unallocated units will be averaged out over the next five year
phase. "
• Chapter 4, Housing Plan (pages 10 -11). No additional changes were proposed.
The proposed Land Use Plan changes are intended to address council concerns regarding
establishment of hard growth cap, providing development flexibility, managing pace of growth,
and maintaining even grow from year to year while still accommodating the growth forecasts.
Upon final approval of the Comprehensive Plan the city's existing Growth Management
ordinance would be amended to incorporate these changes.
Staff submitted the proposed language to Metropolitan Council staff for preliminary review on
August 25, 2010. The City has been informed that the proposed modifications would not change
Metropolitan Councils official review of the plan. Therefore the proposed changes would not
require additional review and approval by the Metropolitan Council.
1
Council Direction
1. Staff is requesting council direction to place adoption of the 2030 Comprehensive Plan
on an upcoming City Council meeting agenda for consideration.
Attachments
1. Chapter 3, Land Use, proposed amendment
2. Chapter 4, Housing, proposed amendment
2
Based on its analysis, the Metropolitan Council's new affordable housing goal for Lino Lakes is to
create 560 new affordable housing units between 2011 and 2020, which represents 35 percent of
forecasted household growth. Based on the 2030 future land use map and the minimum
proposed residential densities (i.e., 7 units per acre for high density and 8 units per acre for
selected mixed use areas), the City has the capacity to accommodate the affordable housing
goal.
The level of affordability is important to understand when assessing the amount of current
affordable housing and the price point for new units to meet this goal. According to Metropolitan
Council 2007 Affordability Limits, the area median income for the seven -county Minneapolis -St.
Paul (MSP) area adjusted by HUD to be applicable to a family of four is $78,500 in 2007. Eighty
percent of the median household income is $62,800; 60 percent is $47,100 and 50 percent is
$39,250. Applying an interest rate on a 30 -year fixed -rate home loan of 6.2 percent for 2007 and
other payment factors to the 80 percent area median income, yields an affordable purchase price
of $206,800 in 2007. According to Anoka County Assessor's data there are 779 homesteads, or
13 percent of total 2007 households, that fall under this 80 percent purchase price limit in Lino
Lakes. The price point for an affordable home at 60 percent of area median income drops to
$152,000. There are currently only 82 existing homesteads, or 1 percent of total 2007
households, in Lino Lakes at or below $152,000 (Anoka County assessor's data /GIS).
It is the new 60 percent measurement that will be required for the potential affordable housing
units anticipated between 2011 -2020 in Lino Lakes. Achieving this new affordability goal will be
very difficult without the funding tools that have in the past been offered by the Metropolitan
Council and other agencies.
Future Affordable Housing A ert• s
To provide eppertenities for affordable housing in the community, the City is taking the
appropriate regulatory measures within the Comprehensive Plan by guiding areas for higher
density housing and including policies to prereete- integrate affordable housing in all residential
land use districts. These regulatory measures represent one of the City's most effective tools
encourage for the development of affordable housing. To meet affordable housing goals, the City
has planned for potential new growth with a variety of residential land use types and densities for
te- -preniete the development of life -cycle and affordable housing across the city.
The city's future land use plan can accommodate the goal of 560
High Density and Mixed Use units at a minimum density of 7 units per net acre by 2020
incrccsc appo tics€er e#erdable -litc -etele #reusing in- theeemniunity; While
the City is doing its part in creating a regulatory land use plan to guide areas for higher density
housing, which is where most affordable housing will likely occur, barriers to development of
affordable housing still exist in Lino Lakes and the region. Some of these barriers are beyond the
City's control, including the following:
• Steady increases in land prices and construction costs.
• Physical limitations of land due to wetlands, poor access, poor soils that would increase
the cost of land development or construction.
• State, county and local tax structures.
There are some significant barriers to construction of new affordable housing, and the above list
includes just a few of these barriers. Despite these difficulties, the provision of affordable housing
is an important effort that cities undertake. The most effective role Lino Lakes will have in the
provision of affordable housing is its regulatory tools, including land use and zoning regulations
that do not impede the construction of affordable housing. Many of these tools can be used to
encourage developers. Flexibility, through the use of the Planned Unit Development (PUD)
4 -10
process, may be provided to encourage the construction of affordable housing.. 5.1341a&{-a5{
setback-an gFeen arca f equtfefner tf�efeastrtg density, er fedtteif g fccs.
Acknowledging the regional housing goals established by the Metropolitan Council does not
commit the Citv of Lino Lakes to provide funding for housing. The City will continue to
investigate means to pursue the goals in its comprehensive plan. However, this should not be
interpreted as a commitment to use Citv funds to overcome the financial obstacles to life cycle
and affordable housing.
Housing Implementation Strategies and
Recommendations
The following Housing Action Plan identifies efforts Lino Lakes will pursue to create opportunities
to maintain the existing housing stock, and to provide increased housing options for future
residents. These strategies are based on goals and strategies for Community, Neighborhood and
Residential development developed by the Citizen Vision Committee. The strategies are designed
as a resource tool for specific measures the City can effectively undertake and enforce while
others are designed as tools to encourage developers to incorporate affordable housing into
future development. As future subdivisions are proposed, the City will use these resources and
implement the strategies in working with developers to create new affordable housing
opportunities. Many of these items are things the City itself can do, while others will occur
through partnerships the City will seek to provide for and maintain housing quality and increase
affordable housing opportunities.
To ensure housing development is compatible with existing and adjacent land uses
and provides accessibility to key community features and natural amenities (Goal 3),
the City will:
• Offer incentives to developers who provide for affordable housing units while conserving
environmentally sensitive sites, such as density bonuses, expedited permitting processes,
or reduced fees.
• Pursue funding opportunities to increase the affordability of housing units within
conservation subdivisions.
• Pursue funding opportunities to incorporate green building techniques within affordable
housing developments.
• Encourage innovative low impact development to preserve open space or natural
features.
• Ensure that all new housing, including high density, adheres to the highest possible
standards of planning, design and construction feasible.
• Promote development of neighborhoods that incorporate housing in a range of densities
and affordability limits in close proximity to shopping, services, daycare, and medical
services. Safe access to parks and schools, and the ability to walk, bike or have access to
transit should be part of the design.
To improve the availability of affordable housing and enhance opportunities for
senior housing (Goals 5 and 6), the City will:
• Seek housing developers to work cooperatively with the City to construct affordable
units.
• Create an incentive based program or Residential Planned Unit Development Ordinance
that includes density bonuses for construction of affordable housing. This allows an
increase in density, beyond the underlying zoning, if the development includes affordable
housing.
4 -11
Growth Management Policy
In addition to the tools described above, the Comprehensive Plan Advisory Committee discussed
the development of a revised Growth Management Policy for the city. The Growth Management
Policy should provide a clear basis for efficient development staging as well as flexibility to
respond to market conditions. The new policy must work in conjunction with the staging plan to
establish the criteria for moving from one staging area to another.
The 2989 Growth Management Policy will include the following elements:
1. The City will create a fully integrated Comprehensive Plan and keep it up to date with
biannual reviews. The City will perform an intensive review at least once every five years to
ensure the plan addresses changing needs and conditions.
2. The Comprehensive Plan will include a staging plan defining development staging areas sized
to accommodate forecasted growth.
3. The City will monitor the ten -year staging areas and annually determine if adequate land
remains available.
4. All development must be located within the current ten -year staging area unless a
Comprehensive Plan amendment is approved that redefines the current ten -year staging
area.
5. All development must be phased within each ten -year staging area in accordance with the
staging plan unless the City Council determines, by resolution, to redefine the location of the
current five -year phase.
6. Prior to reaching the time threshold for the next ten -year staging area, or five -year phase
within a ten -year staging area, depicted on the staging plan, the City Council will determine
by resolution if the next area is to be opened to development. The following criteria will be
used to determine where and when to open up the next ten -year staging area, or five -year
phase within a staging area, in accordance with the timing indicated on the staging plan:
a. Adequate infrastructure must be available to support development. Appropriate analysis
will determine if adequate infrastructure is available and what utility extensions and
transportation improvements are required to support new development. If infrastructure
is not available and cannot be made available in a timely manner to support expanding
into the next ten -year staging area or five year phase within a staging area, the city may
refrain from opening up the next staging area, or portions thereof.
b. Different areas of the city can be considered independently. A decision to open one area
of the city to development does not automatically open a different area of the city.
Decisions to open new areas to development should clearly define and map the area
being opened.
c. This process does not require a comprehensive plan amendment because it is in
accordance with the timing indicated on staging plan.
7. The following criteria will be used to determine if the city should allow a specific development
project to occur early in a ten -year staging area, or five -year phase within a staging area,
prior to the timing indicated on the staging plan.
3 -26
a. The proposed development must be located within both the current and the next ten -
year staging area, or five -year phase, or located adjacent to the current staging area.
b. The proposed development must be master planned. Small, piecemeal developments do
not justify redefining the ten -year staging area, or five -year phase.
c. The proposed, master planned project must provide discemable public values.
d. Adequate infrastructure must be available to support development. Appropriate analysis
will determine if adequate infrastructure is available and what utility extensions and
transportation improvements are required to support new development.
e. There must be a commitment that the development will pay its proportionate share of
infrastructure improvement costs associated with development.
All development must adhere to the Resource Management System Plan, including all its
components, as this plan provides a conservation design framework for growth within the
city.
9, standards in subsequent ordinance updates to ensure quality development that
minimizes negative impacts on natural and cultural features of the community.
9..,10. The City will plan to accommodate an annual average of 230 units per year over each 5
year phasing period not to exceed 345 units in any one year. At the end of the 5 year
phasing period unallocated units will be averaged out over the next five year phase.
Relationship to Met Council Development Framework
In addition to guiding Lino Lakes' future growth, the land use plan also relates to growth and
development in the region as a whole. As part of the seven -county metropolitan area, Lino Lakes
must accommodate its share of the region's growth. The Comprehensive Plan must demonstrate
the City's capacity to absorb this growth and that the regional infrastructure, including the
transportation and sewer systems, will be used efficiently. The Metropolitan Council has
developed objectives and policies for cities in the metropolitan area to ensure efficient use of the
region's infrastructure, including the following policies:
1) Policy 1: Work with local communities to accommodate growth in a flexible, connected
and efficient manner.
2) Policy 2: Plan and invest in multi -modal transportation choices, based on the full range of
costs and benefits, to slow the growth of congestion and serve the region's economic
needs.
3) Policy 3: Encourage expanded choices in housing location and types, and improved
access to jobs and opportunities.
4) Policy 4: Work with local and regional partners to reclaim, conserve, protect and enhance
the region's vital natural resources.
The City has prepared a plan that responds to community goals and to the Met Council's
strategies for developing communities, as outlined in the Regional Development Framework. Lino
3 -27
WS — Item 4
WORK SESSION STAFF REPORT
Work Session Item 4
Date: Council Work Session, October 4, 2010
To: City Council
From: Michael Grochala
Re: Storm Water Utility Ordinance
Background
At the September 7, city council work session, the council requested further discussion
on the proposed storm water utility and directed staff to prepare a more detailed budget.
A copy of the existing budget line items and the proposed storm water utility budget is
attached.
Council Direction
Staff is requesting council direction regarding further consideration of the utility.
Attachments
1. Storm Water Utility/ General Fund Budget
1
CITY OF LINO LAKES
STORM WATER UTILITY (603 -)
BUDGET DETAIL
Object Code
4101 -000 Salaries
10% of Street Superintendent
15% of Environmental Coordinator
35% of Natural Resources Specialist
85% of General Maintenance Worker
4211 -000 Maintenance Supplies
Materials /Misc Supplies
Currently Budgeted
in Account:
101 - 430 -4101
101- 461 -4101
101 - 461 -4101
101- 430 -4101
2010 2011
79,783 79,783
101- 461 -4211 500 20,000
4300 -000 Professional Services
4304 -000 Municipal Engineer - General Engineering 101 - 417 -4410
4330 -000 Travel & Tuition 101 - 461 -4330
4340 -000 Printing & Publishing
Public Education Materials /Misc Supplies
45,000 60,000
1,000 1,000
9,000
4410 -000 Contracted Services 101 - 430 -4410 30,000 50,000
4421 -000 Contracted Storm System Maint 101 - 430 -4421 125,000 195,000
(Annual SWMP includes $18,000 Project Engineering)
4910 -000
Operating Transfers - 57,500
Annual Equipment Replacement
5000 -000 Capital Outlay
1
STORM WATER UTILITY (603 -)
Description
CITY OF LINO LAKES
Object Budget Requested Adopted Increase/
Code 2010 2011 2011 Decrease
PERSONAL SERVICES
SALARIES 4101 -000 79,783 79,783
OVERTIME 4102 -000 0 0
ON CALL 4105 -000 0 0
TEMPORARIES 4106 -000 0 0
WELLNESS PROGRAM 4108 -000 0 0
PERA 4121 -000 5,784 5,784
FICA/MEDICARE 4122 -000 6,103 6,103
ICMA EMPLOYER 4123 -000 0 0
HEALTH INSURANCE 4131 -000 11,014 11,014
LIFE & DISABILITY INSURANCE 4133 -000 337 337
DENTAL INSURANCE 4134 -000 696 696
REEMPLOYMENT INSURANCE 4141 -000 0 0
WORKER'S COMPENSATION 4151 -000 5,929 5,929
109,646 109,646
SUPPLIES
OFFICE SUPPLIES 4200 -000 0 0
MAINTENANCE SUPPLIES 4211 -000 500 20,000
SMALL TOOLS 4240 -000 0 0
500 20,000
OTHER SERVICES AND CHARGES
PROFESSIONAL SERVICES 4300 -000 0 0
MUNICIPAL ENGINEER 4304 -000 45,000 60,000
TELEPHONE 4321 -000 0 0
POSTAGE 4322 -000 0 0
TRAVEL & TUITION 4330 -000 1,000 1,000
PRINTING & PUBLISHING 4340 -000 0 9,000
INSURANCE 4360 -000 0 0
AUTO INSURANCE 4363 -000 0 0
UNIFORMS 4370 -000 0 0
ELECTRICITY 4381 -000 0 0
UTILITIES (WATER /SEWER) 4382 -000 0 0
HEAT 4383 -000 0 0
RENTED EQUIPMENT 4415 -000 0 0
SUBSCRIPTIONS & DUES 4452 -000 0 0
46,000 70,000
CONTRACTUAL SERVICES
CONTRACTED SERVICES 4410 -000
CONTRACTED STORM SYSTEM MAINT 4421 -000
OTHER
OPERATING TRANSFERS
CAPITAL OUTLAY
EQUIPMENT
TOTAL STORM WATER FUND
30,000
125,000
155,000
50,000
195,000
245,000
4910 -000 0 57,500
0
0
0
0
0 57,500 0
5000 -000 0
0
2
0
311,146
311,146
0
502,146
502,146
0
0
0
WS — Item 6
WORK SESSION STAFF REPORT
Work Session Item #6
Date: October 4, 2010
To: City Council
From: Julie Bartell, City Clerk
Re: Odd Year Elections
Background
Chapter 4.01 of the Lino Lakes City Charter establishes that "A regular municipal
election shall be held on the first Tuesday after the first Monday in November of each odd
numbered year...". The rationale for holding a municipal election exclusive of the even -
year state and federal level elections is not clearly stated in the city's records.
Costs. The proposed budget for the city's cost of the 2011 election is $14,060. A change
to even year would save that bi- yearly expense in its entirety. A change would also mean
that the staff time devoted to elections during those odd years could be directed to other
work.
Charter Amendment. A change to the election year would require an amendment to the
city charter. The amendment process is governed by state statute which provides more
than one method by which a home rule charter can be amended:
1) Petition — a petition meeting the requirements of state law can be submitted by
citizens and the question would be brought to the voters;
2) Amendment proposed by the council — the council may propose an
amendment by ordinance and, after review by the charter commission, may present it to
the voters;
3) Upon receiving a recommendation from the charter commission, the council
may enact a charter amendment by ordinance with an affirmative vote of all council
members (with a post approval waiting period of 90 days).
Terms of Office. Any change to the municipal election year would obviously result in a
question regarding the terms of office for the council members and mayor. Changing the
election year may result in either the addition or loss of one year to the terms, possibly
impacting both sitting council members and those individuals who are up for
election/reelection.
Requested Council Direction
Staff is presenting the idea of pursuing a change to the city's current practice of odd -year
municipal elections as a possible cost savings and efficiency measure and requests
direction from the council regarding your interest. If the interest is present, the council
should discuss the form of charter amendment that could be pursued. Staff would then be
able to put together a possible schedule for either a council vote or inclusion of a question
on the 2011 ballot.
WS — Item 7
WORK SESSION STAFF REPORT
Work Session Item #7
Date: October 4, 2010
To: City Council
From: Julie Bartell
Re: December Council Schedule
Background
The council has sometimes chosen to change the city council meeting schedule in
December due to the holiday season. The December council meetings are currently
scheduled for December 13 and 27.
Requested Council Direction
If the council wishes to change any meetings in December, staff requests that the date be
determined so that proper notice and staff preparations can occur.
Attachment(s)
2010 City Council Meeting Calendar
1
Lino Lakes City Council - 2010 Meeting Calendar
= City Council Meeting, 6:30 p.m. (2 "d & 4th Monday), Council Chambers
= Council Work Session, 5:30 p.m. (1St Monday), Community Room
= Work Session, 5:30 p.m.; Council Meeting, 6:30 p.m. (4th Monday), Council Chambers
= Packets for Work Session and /or Council Meeting are distributed
January
14 15 16
22 23
29 30
April
February
Ma
March
June
11 12 13 14 15
July
October
August
Tu We Th Fr
3 4 5 6
0 11 12 ..............12........_13 14
17 , 19 20 21
24 26 27 28
November
13 14 1516
23
30
7
1415 16
21
28 29 30
3
Th
4
r
9 10 11 12 13
18 19 20
27
23 24
September
December
16 17 18
23 25
30
c -trot. b u -66x0 `lLC k. Se ss t 6'n
10 / 2110
•
Other 2011 Budget Requests
Requested Budgeted
Charter Commission $ 6,745 $ 1,500
Alexandra House 11,148
Anoka Co. Mediation Services 2,171
Totals $ 20,064 $ 1,500
•
•
•
August 9, 2010
The Honorable Mayor Reinert
Council member Kathi Gallop
Council member Jeff O'Donnell
Council member Dave Roeser
Council member Rob Rafferty
Julie Bartell, City Clerk
Dan Tesch, Acting City Administrator
Subject: Charter Commission 2011 Budget
Dear Mayor Reinert,
Please accept the attached Charter Commission 2011 budget for consideration and
approval by the City Council. The Commission has used budget detail item numbers
based on previous budgets.
Also, the budget workbook shows historical Commission budgets and actual expenses.
• Finally, justification for each budget item is included in the item detail notation.
•
The City has the authority to allocate more funds than the State minimum for the Charter
Commission to effectively manage its business.
It is the opinion of the Charter Commission that this budget represents a fair and
accurate accounting of the Charter Commission needs for the year 2011.
Cordially,
Caroline Dahl, Chair
Lino Lakes Charter Commission
Enclosures 2
•
•
CITY OF LINO LAKES
Budget History
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HIST: (1270) RL s 750; 1907 c 216 s 1; 1947 c 406 s 1; 1959 c
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• Alexandra
•
•
■
Working to end domestic H
and sexual violence. ouse
April 30, 2010
Daniel Tesch, Interim City Manager
City of Lino Lakes
600 Town Center Pky
Lino Lakes, MN 55014
Dear Mr. Tesch:
: 763 - 780 -2332
r `t : 763 - 780 -2330
763- 780 -9696
www.AlexandraHouse.org
P.O. Box 4903.9
Blaine, MN 55449 -0039
V14\S
vLi)
Alexandra House respectfully requests that the City of Lino Lakes allocate $11,148.00 to support
services provided to Lino Lakes residents by the Alexandra House Community Program. Each year,
Alexandra House assists and supports Lino Lakes residents who are victims of domestic and sexual
violence in multiple ways. Our services not only help them work through their immediate crisis and
safety needs, but assist them in moving beyond the abuse to achieve long -term safety. Community
Program services include safety planning, assistance in filing protection orders, legal representation
during protection order proceedings, crime victim advocacy immediately following a domestic or
sexual assault and throughout the criminal court process, advocacy and support provided to
patients at Mercy and Unity Hospitals and clinics, support groups, legal clinics, information and
referral services and follow -up /outreach services.
In 2009 a total of 28,092 advocacy and support services were provided to victims of domestic and
sexual violence by our Community Program. Of those services, Lino Lakes residents received 1,528
or 4% of total services. Attached please find a budget that details a three -year average of services
provided to Lino Lakes residents, the total cost of providing those services, and the portion of those
costs we are requesting the City of Lino Lakes financially support.
Domestic violence, dating violence, sexual assault, and stalking are serious crimes that impact the public
health and safety of every community in this country. Studies indicate that more than three million
women in the United States become victims of domestic violence each year. Young women ages 16 -24
are disproportionately affected, as they experience the highest rates of relationship violence, according
to a May 2001 Department of Justice report. On average, almost 500 women are raped or sexually
assaulted each day in this country. In 2005, over 61,000 Minnesota residents were sexually assaulted.
•
•
•
Domestic and sexual violence are serious crimes that impact the public health and safety of every
community in this country.
Research shows a well- coordinated and multidisciplinary approach is one of the most effective
means of reducing domestic and sexual violence. Alexandra House partners with nearly all law
enforcement agencies in the county, including the Lino Lakes Police Department along with city
and county prosecutors, to achieve this type of multidisciplinary response that holds offenders
accountable, ensures victim safety, and ultimately, works to reduce the incidence of these crimes of
violence in Lino Lakes.
Domestic violence is a public health and safety issue, and we believe local government has a role to
play in assisting victims of domestic and sexual violence live in a safe environment. In 2008, law
enforcement, probation, and court costs to arrest and process domestic violence abusers cost
Anoka County approximately $3,392,404. The funds we are requesting from Lino Lakes, as well as
from each city in the county, help victims and their children transition to a life free from violence
and fear.
Given the state of our economy, we, along with local government and many others, have faced
challenges in ensuring those who most need our help are able to access it, particularly those who
are seeking safety and struggling to maintain stability. Lino Lakes' financial support in 2010 was
greatly appreciated. Your financial support coupled with a financial commitment on the part of
many municipalities, allowed us to continue providing critical services to victims of domestic and
sexual violence.
Should you have any questions regarding this request, please do not hesitate to contact me. I would
be pleased to attend a city council meeting to further discuss this funding request and respond to
any questions you may have. Thank you very much for your consideration.
Sincerely,
—1 l
Connie Moore
Executive Director
Cc: Jeff Reinert, Mayor
David Pecchia, Police Chief
City Council Members:
Jeff O'Donnell
Dave Roeser
Rob Rafferty
Kathi Gallup
•
ALEXANDRA HOUSE, INC.
City of Lino Lakes
Services Provided
Services
Provided in
2009
Protection Order Filings
10
Civil Legal Information Advocacy
278
Child Support Advocacy
17
Civil Court Hearings
15
Crisis Line
219
Legal Representation on OFP's
10
Family Law Info Sessions / Legal Clinics
1
Arrest/Non- Arrest Victim Follow up
46
Criminal Court Information & Advocacy
552
Criminal Court Hearings Attended
45
Community Support Groups
3
Safety Planning
92
Follow Up Support and Advocacy
49
VP - One on One Teen Advocacy
16
VP - Teen Support Groups
45
VP - Choose Respect Program
26
VP - Presentations
101
VP - Lino Lakes Juvenile Shelter Group
1
Interpreters
1
Hospital Advocacy
1
TOTAL
1,528
Budget
1 -1 -2011 to 12 -31 -2011
Amount
Total services provided by Alexandra House, Inc.
Community Program (3 year average)
27,392
3 Year average of services provided to City of Lino Lakes
1168
City of Lino Lakes percent of total services provided
4%
2011 Community Program Budget
$
747,000
Amount charged to City of Lino Lakes
$
31,852
Amount paid by other sources
$
20,704
REQUEST AMOUNT
$ 11,148
•
•
•
May 27, 2010
Gordon Heitke
City of Lino Lakes
600 Town Center Pkwy
Lino Lakes, MN 55014
Dear Gordon:
Mediation Services
for Anoka County
Creates Peaceful Solutions
I am again requesting that you include Mediation Services in your 2011 City of Lino Lakes budget to
provide professional dispute resolution services, referral, and conflict resolution education to your
community as you have in the past. This amount of this request is $2171.00, which has remained
unchanged since 2008. Our own budget has been trimmed in reaction to state and other funding cuts,
but this request is critical to maintaining our quality services for your community.
Mediation Services for Anoka County, a non profit organization utilizing trained and supervised
volunteer mediators, celebrates 23 years of providing free or low cost conflict resolution services to your
community. In 2010 our agency did the following for your residents:
7 Students in the Peaceful Alternatives Class
2 Shared Parenting Cases
3 Community Cases
7 Restorative Justice Cases
289 Information and Referral Cases
308 Total city residents served (Cost of potential litigation would be a very expensive
alternative.)
Please contact me at 763 - 422 -8878 if you have any questions or visit our updated website:
www.mediationservice.org. I am also available to attend a budget or township council meeting and
explain our services and referral process. You are also welcome to visit our agency. We're here to
serve you and hope you make use of MSAC as a resource to help your residents create peaceful solutions
to conflict.
Sincerely,
Kathi Jen
Executive Director
kathieamediationservice.org
2520 Coon Rapids Blvd. Suite 100 Coon Rapids, MN 55433
phone: 763 -422 -8878 fax: 763 - 422 -0808 www.mediationservice.org
A United Way Community Partner
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•
2010 Budget Forecast
Through 9/30/10
Revenues
Favorable/
(Unfavorable)
Taxes $ (23,834)
Prop Taxes $ (150,000)
Excess Tax Increment - Dist 1 -9 126,166
Licenses & Permits (91,879)
Liquor Licenses 4,276
Contractors Licenses (7,000)
Other Licenses 345
Lodging Tax 38,000
Building /Constrution Permits (125,000)
Other Permits (2,500)
Intergovernmental 14,152
MSA 17,652
Police State Aid (3,500)
Charges for Service (30,000) (30,000)
Fines /Forfeits (10,000) (10,000)
Interest Income (35,000) (35,000)
Miscellaneous (18,000)
Cable TV 2,000
Centennial Gas (20,000)
Operating Transfers (50,000) (50,000)
Total Revenues $ (244,561)
•
•
2010 Budget Forecast
Through 9/30/10
Expenditures
Favorable/
(Unfavorable)
Mayor /Council $ (5,000)
Pers Svcs 8,000
Prof Svcs (13,000)
Admin 119,000
Pers Svcs 108,000
Prof Svcs 10,000
Contractual 1,000
Elections 5,000 5,000
Cable TV 500 500
Charter -
Seniors 3,000 3,000
Finance 5,727
Pers Svcs 20,000
Supplies
Prof Svcs 2,000
Contractual (16,273)
Legal (5,000) (5,000)
Econ Dev (36,100)
Marketing - Lodging Tax (36,100)
Planning /Zoning (15,000)
Services 5,000
Contractual (20,000)
Engineering 50,000
Contractual 50,000
Comm Dev 1,000
Prof Svcs 1,000
Environmental 5,000
Pers Svcs 3,000
Other 2,000
•
•
•
2010 Budget Forecast
Through 9/30/10
Favorable/
(Unfavorable)
Solid Waste 1,000
Pers Svcs 1,000
Forestry 6,500
Pers Svcs 1,500
Other 5,000
Bldg Insp 22,000
Pers Svcs 20,000
Other 2,000
Police 210,000
Pers Svcs 210,000
Fire
Streets 10,000
Pers Svcs 5,000
Supplies 15,000
Services (10,000)
Fleet 100,000
Pers Svcs (5,000)
Supplies 95,000
Prof Svcs 10,000
Govt Bldgs 52,500
Pers Svcs 12,500
Supplies 10,000
Prof Svcs 30,000
Parks 9,000
Supplies 4,000
Services 5,000
Recreation (5,000)
Pers Svcs (5,000)
Contingency 74,351 74,351
Total Expenditures $ 608,478
Total Forecast Budget Surplus /(Deficit) $ 363,917
•
•
Tax Levy Recap:
2011 Preliminary Tax Levy as Proposed
2011 Adopted Preliminary Tax Levy
Budget Adjustments Needed to Balance 2011 Budget
Department Director's Proposed 2011 Budget Cuts:
$ 9,182, 376
8,660,000
$ 522,376
Revised
Eliminate Public Works Superintendent (Retirement) $ (109,263)
Eliminate Natural Resource Specialist (Eliminate) (69,625)
Create Streets Supervisor 90,822
Add - Two Seasonal Positions 15,000
Eliminate Senior Coordinator (Retirement) (34,779)
Two - Patrol Officers (Vacant) (175,186)
CSO (Vacant) (21,477)
Fund Balance Reserve from 2010 Budget (100,000)
Capital Equipment Levy Reduction (100,000)
Energy Savings - Building Retrofits (10,000)
Health Insurance* (57,723)
$ (572,231)
*Health Insurance Reduction
2011 Budget $ 749,870
2010 Budget (648,321)
Eliminated/Vacant Positions (43,826)
IITotal Health Insurance Reduction $ 57,723
•
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#
Lino Lake Minnesota (77 Employee)
HSA type Plan
Monthly - Plan Cost
Monthly - Employee Contribution
Monthly - City Contrib. to Sev. Account
CURRENT POLICY
Monthly - City Contribution
2
Single - ($3,000 deductible)
$338.16
$338.16
$0.00
$62.50
19
Family - ($6,000 deductible)
$949.61
$880.33
$6928
$125.00
#
25/80 type Plan
Monthly - Plan Cost
Monthly • City Contribution
Monthly - Employee Contribution
28
Single
$549.96
$549.96
$0.00
10
Family
$1,542.79
$1,01823
8524.58
#
Option Waived
Monthly - Plan Cost
Monthly - City Contribution
Total
Annual- HSA Single Policy
$9,615.84
Annual - HSA Family Policy
$229215.24
Annual - 25/80% Single Policy
$171.887.52
20
Employee - Opts out
$507.88
Annual - 25/80% Family Poicy
$122,187.60
Annual- Option Waived
$121,89120
Total
$654.497.40
#
Lino Lake Minnesota (77 Employee)
HSA type Plan
Monthly - Plan Cost
Monthly - Employee Contribution
Monthly - City Contrib. to Say. Account
HSA ONLY POLICY
Monthly - City Contribution
28
Single - ($3,000 deductable)
$338.18
$338.16
$0.00
$62.50
29
Family - ($6,000 deductable)
$949.61
$880.33
$69.28
$125.00
#
Option Waived
Monthly - Plan Cost
Monthly - City Contribution
Annual - HSA Single Policy
$134.621.76
20
Employee - Opts out
$288.62
Annual - HSA Family Poky
$349.854.84
_
Annual - Option Waived
$69.268.80
Total
$553,745.40
Lino Lake Minnesota. (77 Employee)
25/80 type Plan
Monthly - Plan Cost
25180 ONLY POLICY
Monthly - City Contribution
Monthly - Employee Contribution
28
Si
$549.96
$549.98
$0.00
29
Family
$1,542.79
$1,018.23
$524.56
2
Option Waived
Employee - Opts out
Monthly - Plan Cost
Monthly - City Contribution
Annual 25/80% Single Policy
$184,786.5
$507.88
Annual - 25/80% Family Policy
Annual - Option Waived
$354.344.04
$121,891.20
$651.021.80
•
City of Lino Lakes
COMMUNITY DEVELOPMENT
DEPARTMENT FUNCTIONAL
OVERVIEW
•
10/15/2010
•
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COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department is responsible for providing services in the areas of
Planning and Zoning, Building and Inspections, Economic Development, Engineering,
Environment, Forestry, and Solid Waste. The goal of these functions is to promote livability
and economic vitality for Lino Lakes residents and businesses, as well as preserve and enhance
the city's natural environment. Under the coordination of the Community Development Director,
this department's role includes both long -range and short-range planning to manage growth and
provide adequate infrastructure. Staff responsibilities are often interconnected and
interdependent, particularly in the following areas:
CUSTOMER SERVICE
A key component of this department is responding to public inquiries over a broad range of
topics regarding city regulations and operations. Requests for information regarding city
properties and land use are administered through Community Development. Property inquiries
often require a review of historical, existing and proposed property information including but not
limited to zoning, land use, floodplain, permits, ownership, conforming and non - conforming uses
and accessory uses, permitted uses, conditional uses, buildings, development and performance
agreements, fees and escrow information.
• ADVISORY TO CITY COUNCIL
Staff attends City Council meetings and work sessions to provide technical expertise regarding
all Community Development related activities. Staff responds to City Council directives and
initiatives, provides education and research, and creates reports to present applicable materials
and relevant information to enable the City Council to make informed decisions. Staff makes
recommendations to the City Council based on applicable state law, city ordinances, city code,
and policy.
•
ADVISORY TO BOARDS AND COMMITTEES
Staff acts as a liaison to the City Council by attending advisory board meetings, task forces,
public open houses and special committee meetings. Agendas and reports are prepared for the
Environmental Board, Planning and Zoning Board, and Economic Development Advisory
Committee. Staff presents applicable materials and relevant information for review. Staff
transcribes and maintains meeting minutes of advisory boards as required by law.
CAPITAL IMPROVEMENT PROGRAMMING
The Capital Improvement Program (CIP) brings together plans for capital expenditures for the
city's streets, water system, sanitary sewer system, and water resources. The CIP is generated by
the Community Development Department.
Although the CIP outlines projects for the next five years, each project needs specific review and
approval from the City Council. The CIP is reviewed and updated annually.
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CITY -OWNED PROPERTY MANAGEMENT
The Community Development Department is responsible for tracking and maintaining property
data including right -of -way, easements, public use properties, property tax exemptions, and other
miscellaneous recorded documentation pertaining to specific parcels. Annual reports are
processed through this department.
PROJECT MANAGEMENT
Ongoing development projects are administered through Community Development. Staff
responsibility includes ensuring that all phases of projects adhere to regulations and that all fees
associated with projects are collected and accounted for. Development Agreements and
Stormwater Maintenance Agreements are prepared and implemented. Escrow accounts are
established and remain open until staff determines that all conditions and improvements have
been completed.
MAPPING
City maps are updated and maintained through the Community Development Department. Maps
that are available to the public include Parcel and Street City Map, School District Map, Voting
Precinct Map, Zoning Map, Land Use Maps, and Comprehensive Plan Maps. Communication
with Anoka County and other jurisdictions is necessary to keep information up to date.
RECORD RETENTION
• Staff is responsible for maintaining a record retention system that provides for access to property
data for future use and reference. Effective organization and storage of plans, documents,
applications, and permit and licensing information is essential when making decisions regarding
land use and development as well as construction, maintenance, and capital improvement
projects. Electronic filing is used to expedite access to historical information.
•
TECHNOLOGY
Implementing and improving technology is an ongoing effort to efficiently manage property
information by use of tools such as the Geographic Information System (GIS), web -based
management systems, and permit tracking systems.
GRANTS
Staff makes application for a variety of grants that are available to cities for infrastructure
development, land use development, solid waste and recycling, planning, engineering and
design.
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PLANNING AND ZONING
Overview: Planning staff oversees all land development within the city. Staff prepares and
implements the city's Comprehensive Plan, which guides land use, zoning, sewer extension,
transportation, and community facility improvements or anticipated changes to carry out the
vision for the community's future. Staff advises the Planning & Zoning Board and City Council
on all planning and land use issues. The planning division reviews plats and other land
subdivisions, site plans for commercial and industrial buildings, rezoning requests, variances,
conditional use permits, and other land use issues.
Essential Functions include:
CUSTOMER SERVICE
A key component of this department is providing assistance to the public regarding land use,
zoning, flood plain, and development inquiries. Staff is responsible for interpreting codes and
regulations to provide accurate and updated information to residents, developers, realtors,
assessors, and the general public. Counsel is provided in person at city hall as well as by phone,
email and the city website. Prompt and accurate response to inquiries is essential to ensure the
health and welfare of the residents, businesses and visitors of our community. Staff is
responsible for responding to complaints and nuisance issues in an effective and timely manner.
41/ LONG RANGE PLANNING
Staff provides long range planning assistance to establish goals and priorities for the City. The
city's Comprehensive Plan is coordinated through this department. Staff responsibilities include
maintaining and updating all components of the plan including Land Use, Housing, Natural
Resources, Economic Development, Parks, Surface Water Management, Water and Sanitary
Sewer, Transportation and Community Facilities. Staff insures that city initiatives, policies and
infrastructure improvements are consistent with the Comprehensive Plan.
•
SHORT RANGE PLANNING
Staff undertakes projects that are initiated by advisory boards and/or city council to address
implementation of the comprehensive plan, changes in state law, or city policy changes. These
projects include, but are not limited to, ordinance amendments, special reports, and small area
master plans.
CODE ADMINISTRATION/ENFORCEMENT
Staff oversees the implementation of the Comprehensive Plan through the administration of
"Official Controls" These controls include chapters of the City Code including Zoning,
Subdivision, Floodplain, Signage, and Shoreland Management. Staff is responsible for keeping
the codes updated and in conformance with state law and the city's comprehensive plan.
Planning staff serves as the primary personnel for code enforcement activities. These activities
include complaint response, code interpretation, conflict resolution, and enforcement action.
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Staff coordinates enforcement activities with the building inspection department, public safety
and city attorney.
INTERGOVERNMENTAL COORDINATION
Planning staff is responsible for reviewing planning studies, reports and projects prepared by
adjacent jurisdictions including towns, cities, counties, watershed districts, Metropolitan Council,
state and federal government to address compatibility with local, state, regional and federal plans
and policies. Staff also works in cooperation with jurisdictions such as Anoka County and the
Rice Creek Watershed District to prepare special planning and feasibility studies in areas of joint
interest.
Staff also provides the public with development assistance when intergovernmental coordination
is required.
DATA TRACKING
Staff tracks growth and maintains data regarding floodplain information, U.S. Census and
demographics, platting, geographic data, and permitting data. Staff coordinates with other
jurisdictions to ensure current and accurate information for residents, appraisers, developers,
other city departments, financial institutions and public agencies.
LAND USE APPLICATION REVIEW
Staff provides pre - application assistance to potential applicants to help guide project design to
promote consistency with city policies and goals.
Staff reviews all land use applications and submittal documents for plats, planned unit
developments, subdivisions, conditional use permits, site plans, variances, comprehensive plan
amendments, rezoning, conditional use permits, and interim use permits. Staff may attend
neighborhood meetings, informational open houses and multi jurisdictional meetings to facilitate
the applicants and /or public's understanding of a process or development. Staff writes detailed
findings and makes presentations at Planning & Zoning Board and City Council meetings.
CURRENT PROJECTS INCLUDE:
• Comprehensive Plan Update
• Special Area Management Plan (Army Corps and Rice Creek Watershed District)
• CSAH 34 (Birch Street) Corridor Study
• Alternative Urban Areawide Review (AUAR) Update
• Redevelopment /Underutilized Properties Task Force
• Zoning & Subdivision Ordinance Updates
• Otter Lake Road Extension Study
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ECONOMIC DEVELOPMENT
Overview: Economic Development promotes commercial and industrial development activity
within the city to stabilize the city's economic tax base, create jobs, and provide residents with
the opportunity to shop locally for goods and services. The department promotes the city and its
businesses, works with local businesses and organizations to strengthen the business climate,
assists landowners, building owners and developers in marketing vacant commercial and
industrial properties, and coordinates the city's incentive program.
Essential Functions include:
BUSINESS DEVELOPMENT
Staff contacts prospective business owners and developers, responds to inquiries, and provides
information on city plans, economic development initiatives, available properties, zoning
regulations, taxes, and demographics. Staff initiates and attends pre - application meetings with
commercial/industrial developers to facilitate and streamline each development process. Staff
markets and administrates sale of city -owned properties.
PUBLIC RELATIONS
Staff serves as representative of the city at functions to maintain communication between the city
and business community, and serves on the Board of Directors of the local Quad Area Chamber
of Commerce. Staff coordinates the annual business expo, acts as city liaison to Blue Heron
Days, and organizes and attends groundbreakings and ribbon cuttings for new business. Staff
develops presentations for the promotion of economic development in the city.
BUSINESS RETENTION PROGRAM
Staff maintains an ongoing dialogue and support for local businesses, building owners, and
landlords. Staff provides information to business owners to promote and assist expansion.
MARKETING
Staff communicates directly with land owners, developers, land brokers and end users regarding
economic development opportunities within the city.
Staff writes, designs and oversees pre -press production of marketing brochures, packet material, and
press releases. Staff provides support to all city departments for effective promotion of city
services.
CONVENTION AND VISITORS BUREAU
Staff serves as city designee to the CVB board of directors. Staff provides input into design and
content of marketing material and represents city's interests on Board of Directors. Staff
develops and maintains information on CVB's website. Staff meets with non - profit, profits and
civic groups to promote opportunities to foster regional events in the city.
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BUSINESS DATA DEPOSITORY
Staff maintains a roster of city businesses and a website of commercial /industrial land and
buildings that are for sale or lease. Staff maintains demographic data, census data, and provides
data to MNPro and Metro MSP economic development websites.
ECONOMIC DEVELOPMENT AUTHORITY (EDA) /EDAC LIASON
Staff serves as representative and recording secretary to the Economic Development Advisory
Committee (EDAC) and the Economic Development Authority; develops agendas, prepares
materials and minutes for presentation to EDAC, EDA and City Council.
Staff prepares and coordinates with EDAC the development of its 5 -year Strategic Plan and 1-
year action plan and develops strategies to implement those plans. The plans serve as the basis
for the City's economic development initiatives.
DEVELOPMENT ASSISTANCE PROGRAMS
The city offers multiple economic development tools to encourage and attract new business and
jobs into the community. Tax Increment Financing (TIF) and tax abatement are two of the
financial tools used by the city. Staff negotiates development contracts with commercial and
industrial developers, initiates required procedural activities of the Economic Development
Authority and City Council, and develops schedules to keep each project on course. Staff
coordinates necessary documents for the closing and/or financing of properties.
PROGRAM REPORTING
Staff monitors businesses for business subsidy compliance and completes annual reports to the
Department of Employment and Economic Development.
CITY NEWSLETTER
Staff coordinates, writes, edits, and designs pre -press production of the City Newsletter.
Newsletters are prepared on a quarterly basis.
PLANNING ASSISTANCE
Staff participates in long -range, short term and master planning projects to work with
development interests to design projects that meet the City's commercial/industrial goals. Staff
undertakes a number of projects initiated by advisory boards and/or city council to address
implementation of the comprehensive plan, changes in state law, or city policy changes. These
projects include ordinance amendments and small area master plans.
CURRENT PROJECTS INCLUDE:
• Legacy Project — researching options and working with banks, brokers and Anoka
County to identi.bi opportunities for development of the properties.
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• Developing and updating marketing materials; identifying priority markets and targeting
specific commercial, manufacturing and medical manufacturing companies; assembling
contact information and distributing mailings.
• Otter Lake Road Extension Study - Working in partnership with local
landowners /brokers and Anoka County Transportation planned to begin Phase 1 of Otter
Lake Road extension and development of commercial corner on County Road 14.
• Coordinating marketing opportunities along I -35E corridor with Connexus Energy and
MN Dept of Employment and Economic Development.
• Redevelopment /Underutilized Properties Task Force - Staff is working in conjunction
with planning staff to inventory non - conforming and blighted properties for use by the
EDAC Redevelopment Task Force in considering changes to city policy and ordinances
as directed by Council.
• Researching development of motorsports facilities and contacting community leaders in
cities with existing facilities.
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BUILDING AND INSPECTIONS
Overview: The Building Department is responsible for safeguarding the public health, safety,
and general welfare by reviewing and inspecting all new construction, remodeling and repairs in
accordance with the State Building Code and City regulations. Staff issues all construction
permits, city contractor licenses and Certificates of Occupancy. The Building staff is also
responsible for enforcing sign, nuisance, housing maintenance, rental licensing, and land use
ordinances.
Essential Functions include:
CUSTOMER SERVICE
Staff provides information to property owners, contractors, and the general public on building
code requirements. Staff offers educational material and conducts educational seminars to assist
the general public and enhance the public's knowledge of building requirements.
PERMITS
Staff issues building permits according to MN State Building Code requirements for new
construction, residential and commercial improvement projects, and residential and commercial
repair. Permit process includes, application review, plan review, fee calculation, contractor license
verification and permit issuance. Building plan review is completed to verify conformance with city
and state building requirements. Staff processes all fees and escrows associated with permits and
retains escrow money until all building requirements are adhered to.
PROTECTIVE INSPECTIONS
Inspections are scheduled and performed through this department to ensure that all permitted work is
completed according to the state building code, federal and state laws, and city ordinances. Staff is
responsible for issuing citations for any building code violations and issuing fees accordingly.
SSTS PROGRAM
Staff is responsible for processing and administering the Subsurface Sewage Treatment System
(SSTS) program. There are approximately 1,900 on -site septic systems in the city that must comply
with MN Rules. The public education program includes resident handouts and updated information
on the city's website.
RENTAL HOUSING
The city requires licensing and inspection of all multi - family rental units. Staff is responsible for
implementing the licensing process and providing annual inspections of all rental housing units.
CODE ENFORCEMENT
Staff assists in the administration and enforcement of the city's subdivision, zoning, sign,
shoreland, flood plain and nuisance ordinances, and administers and enforces sections of the city
code pertaining to rental housing and hazardous buildings.
9
CONTRACTOR LICENSING
• Staff reviews contractor licensing prior to conducting work in the city. City issues licenses for all
non -state licensed contractors per city code. Applications, fees and submittal documents are
processed and licenses are issued through the building department.
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ENGINEERING
Overview: Engineering is currently a contracted service that provides input during the planning
and construction of development. Staff approves grading, storm water and improvement plans,
reviews and approves maps, plats and easements, and responds to customer inquiries. Its major
responsibility is to ensure that municipal water, streets, sewers and storm sewers are constructed
according to city specifications. Engineering staff manages the city's capital improvement
program projects, conducts special studies and investigations, and assists with water resource
development.
Essential Functions include:
PUBLIC IMPROVEMENTS
The Engineering Department is responsible for virtually all City public improvement projects.
Projects are administered by the department from inception to completion and, in the case of
special assessment projects, through assessment. Projects include all publicly owned facilities
including sanitary sewer, storm sewer, water main, wells, water treatment, streets, park
development, sidewalks and trails. The department administers the construction contracts and
inspects to ensure the projects are constructed in accordance with city specifications. The
department also provides inspection services for all developer installed public improvements.
PLAN REVIEW
Staff assists with review of land use applications to ensure that all infrastructure requirements are
being met. Staff may attend neighborhood meetings, informational open houses and multi -
jurisdictional meetings to facilitate the applicants and/or public's understanding of a process or
development. Staff thoroughly reviews proposed development and writes detailed findings;
makes presentations at Planning & Zoning Board and City Council meetings
INTERAGENCY COORDINATION
The Engineering Department coordinates with many Federal, State, County, other local agencies
and other city departments in areas related to transportation, utilities, watershed management,
pollution and the environment.
11
• ENVIRONMENT /FORESTRY /SOLID WASTE
Overview. Environmental/Forestry/Solid Waste staff performs numerous functions to ensure that
the city's natural resources are preserved and enhanced as this community matures. Functions
vary from preventing storm water pollution and conserving the city's water supply, to recycling
and insect and disease control, all with the goal of promoting environmental sustainability.
Essential Functions include:
ENVIRONMENTAL BOARD LIASON
Staff serves as liaison to Environmental Board, prepares reports and presents at meetings, and
assists with carrying out the goals of the Environmental Board.
PUBLIC EDUCATION AND ASSISTANCE
Staff coordinates environmental education and offers programs in schools and courses to the
general public. Staff provides information to the public via handouts and the city website. Staff
coordinates and participates in city events such as Earth Day, Recycling Day and Arbor Day.
This department also assists the public with a variety of issues including disease control, storm
water pond quality, water quality improvements, native plantings, rain gardens, and weed
control.
NPDES PROGRAM
•Staff is responsible for coordinating storm water pollution prevention programs in accordance
with the city's National Pollutant Discharge Elimination System (NPDES) Phase II permit.
These activities include Public Education and Outreach, Public Participation and Involvement,
Illicit Discharge Detection and Elimination, Construction Site Storm Water Runoff Control, Post
Construction Storm Water Management, and Municipal Pollution Prevention/Good
Housekeeping.
•
SHORT RANGE PLANNING
Staff undertakes a number of projects initiated by advisory boards and/or city council to address
implementation of the comprehensive plan, changes in state law, or city policy changes.
CONSERVATION AREA MANAGEMENT
Inspects, manages and enforces over 170 acres of city owned conservation areas. Activities
include location and maintenance of boundary signage, mapping, vegetative management, and
encroachment enforcement.
CODE ENFORCEMENT
Staff assists in the administration and enforcement of the city's nuisance ordinance including
weeds and diseased trees. Activies include complaint response, site inspections, enforcement
notices, resinspection, ordering of work if not resolved and billing procedures.
12
FORESTRY
• Staff coordinates and supervises annual tree plantings on public properties, parks and boulevards,
reforestation contract plantings, and special projects such as FireWise to promote safe and
sustainable forest management within the city.
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Areas of forestry include:
Tree Preservation: Staff reviews building development plans to ensure preservation of trees in
tree protection areas. Assistance is provided to homeowners and builders to protect existing
trees or coordinate tree mitigation.
Tree Trimming and Hazardous Tree Removal: Staff supervises and participates in tree initiatives
including trimming, removals, chemical treatment for insects, disease and nutrient problems.
Staff coordinated trimming of approximately 500 boulevard trees in 2009.
Boulevard Tree Plantings: Staff plans, bids and contracts annual plantings of boulevard trees for
new properties and replacement of existing trees.
Tree Disease Control:
Oak Wilt Program: Staff works with residents on education of identifying incidents and
controlling oakwilt infections that occur in the city. Staff coordinates disease control efforts.
Emerald Ash Borer: Staff is currently working with the Environmental Board on preparing a
Preparedness Plan for the Emerald Ash Borer problem. Future initiatives include identifying
infestations and working with the public on control.
SITE MAINTENANCE AND INSPECTION
Staff coordinates with maintenance crews in the restoration of public wetlands, ponds and
wetland bank areas, involving a number of activities including site preparation, seeding chemical
controls, burning, mowing, and erosion control. Staff inspects sites for compliance, public
stormwater infrastructure and proposes maintenance recommendations, wetland and drainage
easement encroachments, monitors vegetation reestablishment and inspects for completeness.
GIS
Staff maintains the Geographic Information System data base and mapping for forestry including
rare plant and animal populations, restoration areas, diseased trees, and well head protection.
SOLID WASTE
Staff administers and oversees Solid Waste Removal and Licensing in the city. Staff reviews
applications for waste haulers, collects fees, and issues licenses according to city ordinance.
Staff administers the recyling program in the city, and implements reporting requirements for
receipt of SCORE funding.
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• PROJECT MANAGEMENT
Staff assists with local project initiatives and coordination with adjacent jurisdictions.
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LAND USE APPLICATION PLAN REVIEW
Staff assists in the review of plans for new developments, subdivisions, building and other land
use submittals to insure conformance with the city's environmental requirements. Staff works
with neighborhood groups and associations, Rice Creek Watershed District, Vadnais Lake Area
Water Management Organization (VLAWMO) and other entities regarding the implementation
of projects and conservation development within new subdivisions.
CURRENT PROJECTS:
• Special Area Management Plan (SAMP) with Army Corp and RCWD
• Wollens Park Wetland Restoration /Banking Program
• Rice Lake Subwatershed Rain Garden Retrofit
• Stormwater Management Ordinance
• Emerald Ash Borer Management Plan
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Proposed 2011 Budget
'Circle Pines City
'Total
Revenue
'Hazardous Materials Storage I
'Total Charges for Services 1
Total Fund Revenue
2011 Budget
Centerville
Circle Pines
Lino Lakes
Total
2005 Runs
134
253
622
1,009
2006 Runs
148
225
620
993
2007 Runs
155
233
604
992
2008 Runs
176
254
594
1,024
2009 Runs
153
227
578
958
Total
766
1,192
3,018
4,976
Five Year Average
153,20 238.40 603.60 935.20
Market Value per Anoka County
387,124,300
431,607,300
2,148,363,200
2,967,094,800
Market Value divided by 1,000,000
387.12
431.61
2,148.36
2,967.09
Population per Met Council
3,881
5,279
20,305
29,465
Population divided by 100
38.81
52.79
203.05
294.65
CALCULATION
Five Year Average of Runs
153.20 238.40 603.60 995.20
Market Value divided by 1,000,000
387.12 431.61 2,148.36 2,967.09
Population divided by 100
38.81 52.79 203.05 294.65
Total
579.13 722.80 2,955.01 4,256.94
Percentage of Total
13.6% 17.0% 69.4% 100.0%
2011 Budget
Miscellaneous Calculations
$ 611,083 $ 880,523
2
Centerville
Circle Pines Lino Lakes Total
Cost per resident
30.86
28.36 30.10
29.88
Cost per 100,000 valuation
30.93
34.68 28.44
29.68
Centennial Fire District Budget 2011 2009 Final 20 0 2011
Expenditures
$ 199,881
101 Full -time Salaries 4 I $ 187,917 $ 198,374
102
Fire Officer Salaries $ 20,550 $ 26,700
$ 28,800
103
Overtime Wages
$ - $ 3,500
$ 3,500
$ 38,000
$ 52,000
105
Fire Incidents
$ 28,021 $ 43,000
106
Rescue Incidents
$ 55,924 $ 48,000
107
Weekly Training
$ 31,045 $ 25,000
$ 30,000
108
Maintenance Drills
$ 15,852 $ 12,000
$ 12,000
109
Fire Prevention Wages
$ 6,763
$ 10,000
$ 10,000
112
Medical Class Instructor Salary
$ -
$ -
$ -
120
Payroll Taxes
$ 39,108
$ 32,000
S 40,000
130
Payroll Benefits
$ 33,779
$ 32,000
$ 36,000
$ -
142
Unemployment
$ -
$ -
' 150
Workers Comp Insurance
$ 23,768
$ 25,000
$ 39,000
180
Relief Association
$ 25,000
$ 25,500
$ 25,500
Total Personnel
$ 467,728
$ 481,074
$ 514,681
Supplies
$ 3,000
$ 2,100
$ 1,000
$ 16,000
201
Office Supplies /Printing
$ 3,343
$ 6,000
202
Bld Cleaning Supplies (Toiletry, soap, mops)
$ 2,178
$ 2,300
203
Batteries (AA, AAA, C, D, 9V)
$ -
$ 1,400
204
Small Tools /Equipment ( <$5000)
$ -
$ 12,000
205
Fire Pagers
$ -
$ -
$ 1,800
$ 12,000
$ 500
$ 2,700
$ 2,000
$ 15,200
$ 1,500
212
Fuel and Lubricants (17 Vehicles)
$ 10,678
$ 15,000
213
Vehicle Cleaning Supplies(soap, towels, squeegees)
$ 65
$ 500
216
Medical Supplies /EMT Supplies / Books
$ 3,008
$ 4,000
217
Community Orienting Supplies
$ 1,468
$ 3,000
218
Uniforms /Coat/Pant/Boots /Badges /Pins
$ 9,284
$ 17,000
219
Misc. Supplies
$ 2,292
$ 1,000
Total Supplies
$ 32,316
$ 62,200
$ 57,800
Contracted Services
301
Accounting & Audit Services (Circle Pines)
$ 10,865
$ 10,000
$ 11,000
302
Recruiting / Retention / Backgrounds
$ -
$ 2,000
$ 2,000
307
Fire Consulting (
$ -
$ -
$ -
308
Medical Physicals /Fit Testing OSHA
$ 4,678
$ 5,600
$ 5,600
320
IT Service (Roseville IT) 1
$ 7,867
$ 8,000
$ 13,000
$ 400
321
Communincations (Station Phones /Cell)
$ 11,285
$ 16,000
322
Postage / Shipping
$ 433
$ 400
331
Training / Travel / Meals / Banquet
$ 33,180
$ 14,000
$ 19,000
349
Legal Advice / Attorney
$ 165
$ -
$ -
350
FIRE- Publishing /Printing
$ -
$ -
$ 600
$ 23,000
$ 22,000
$ 1,000
361
Prop and Liabilty Insurance
$ 22,069
$ 24,000
380
Utilities
$ 20,576 $ 27,000
385
800 mhz Radio User Fees
$ 2,410 $ 2,000
Total Contracted Services
1
$ 105,662 $ 108,867
$ 105,600
Maintenance
401
rBld and Ground Maintenance
$ 13,651 $ 10,000
$ 10,000
403
SCBA Maintenance /Recertification 1
$ 2,000
$ 2,000
404
Vehicle Maintenance /Pump Certification
$ 34,460 $ 40,000
$ 35,000
405
,Equipment/Small Tool Maintenance
$ 6,103
$ 5,500
$ 4,500
406
IOffice /Software Equip $ 2,776
$ 2,000
$ 2,500
407
Radio / Pager Maintenance $ - $ 800
$ 800
412
!Common Area Charges P
$ 16,306 $ 15,402
$ 14,500
433
Dues /Memberships /Licenses/Code Publications
$ 865 $ 2,500
$ 1,900
$ 1,200
$ 4,000
$ 500
435
Subscriptions & Books
r $ 1,117 ; $ 1,200
490
Safety Camp (Out)
$ 3,695 $ 6,000
495
Miscellaneous Maintenance
$ 20
$ 1,000
Total Maintenance
$ 78,993
$ 86,402
$ 76,900
I
I
Capital Outlay ( >$5000)
570
Equipment 1
$ 66,927
$ 16,000
$ 16,000
$ 10,000
950
Total Contingency
$ 20,000
$ 15,000
i
Capital Equipment Replacement Fund
$ 100,000
$ 100,000
$ 125,000
Total Operating
$ 871,626
$ 869,543
$ 905,981
Revenue
Fees for Service:
Fire /Medical Classes
$ 12,265
$ 5,000
$ 6,000
Interest
$ 424
$ 750
$ 400
Safety Camp (In)
$ 4,781
$ 6,000
$ 4,000
North Ambulance Lease Agreement
$ -
$ -
$ 5,258
Donations /Grants
$ 16,306
$ 500
$ 500
Other I
$ 12,986
$ -
$ 4,000
Fire Prevention visits, tours, displays ($75 per hour)
$ 150
$ 100
Plan Review Fees:
Fire Suppression System ($3 per head, 30 per riser)
$ -
$ -
$ -
Fire Alarm / Detection System ($3 per device, 35 per panel)
$ -
$ -
$ -
Flammable/Combustible Storage
$ -
$ -
$ 150
Hazardous Materials Storage
$ -
$ -
$ 250
Daycare / Homecare Inspections ($50 per)
$ -
$ 250
$ 250
Parades, Carnivals, Amusement Displays ($100)
$ -
$ 200
$ -
Bum Permits $50.00 X 30.00
$ 500
$ 1,500
$ 1,000
Pyrotechnics / Fireworks display ($100)
$ -
$ 200
$ -
Fireworks Permit - Retail Display
$ -
$ 150
$ -
Temporary Membrane, Structure, Canopy
$ -
$ 250
$ 250
greater than 400 square feet. $50 per structure.
$ -
$ -
Commercial Fire Inspection (50 x $125)
$ -
$ 6,250
$ -
Response Guideline (Min per hour)
Response to vehicle fires on c'ty, county, and state
$ -
f
roads, highways, and freeways (7 x $300). I
$ -
$ 2,100
$ 1,200
Hazardous Materials Spill / Clean -up ($300.00 per hr.)
$ -
$ 600
$ 400
Response to underground gas line emergencies h t by contracto
$ -
(20 x $150 per hour. Min one hour)
$ -
$ 3,000 j $ 500
Illegal burning (4 x $300 per hour)
I
$ -
$ 1,200 $ 1,200
Revenue
I
$ 47,261 $ 28,100 4 $ 25,458
Total Operating I
$ 841,443 $ 880,523
Personnel Supplies Contracted Services Maintenance Capital Outlay
$ 514,681.00 $ 57,800.00 $ 105,600.00 $ 76,900.00 $ 16,000.00
Full Time
$ 199,881.00
Part Time
$ 242,550.00
The capital equipment plan is based on the following:
Fire Pumpers will be replaced after 21 years.
Fire Tankers will be replaced after 26 years.
Rescue vehicles will be replaced after 20 years.
Grass trucks will be replaced after 21 years.
Staff Vehicles 7 years
$ 125,000.00
Year Cost Income 12131 Balance
2007 $ 100,000
5
$ 540,303
$ 644,015
$ 709,015
( $ 834,015
$ 929,015
5 1,054,015
$ 864,015
$ 989,015
$ 514,U1`
$ 189,015
2008
$ 100,000
2009
• - - e e ,
$ 27,570
$ 100,000
_ _ ... _ _
2010
- - " , e
$- 367009 $ 100,000
- - - . - - - - - .. ..I
2011
$ 125,000
2012
Ford Explorer, Duty Officer (1998)
$ 30,000 $ 125,000
2013
$ 125,000
2014
Rescue (replaces 1993 Rescue)
$ 105,000
$ 125,000
Rescue (replaces 1993 Rescue)
$ 105,000
Rescue (replaces 1997 Rescue)
$ 105,000
2015
$ 125,000
2016
Safety Education Van (replaces 1995 van)
$ 30,000
$ 125,000
Inspectors Vehicle (replaces 2010 pickup)
$ 35,000
Chiefs Vehicle (replaces 2009 SUV)
$ 35,000
Tanker (replaces 1991 Tanker) Relief Assoc
$ 250,000
Tanker (replaces 1991 Tanker) Relief Assoc
$ 250,000
2017
Pumper (replaces 1996 Pumper)
$ 450,000
$ 125,000
2018
Utility 12 (Purchased with Relief money ?)
Expedition
$ 150,000
$ 35,000
$ 125,000
$ 129,015
6 x 6, snowmobile, trailer, boat
?
2019
$ 125,000
$ 254.015
$ 3/9,015
$ (145,985)
$ (20,985)
$ 34,015
2020
$ 125,000
2021
Pumper (replaces 2000 pumper)
$ 650,000
$ 125,000
2022
$ 125,000
2023
Inspectors Vehicle (replaces 2016 pickup)
$ 35,000
$ 125,000
Chiefs Vehicle (replaces 2016 SUV)
$ 35,000
2024
Pumper (replaces 2002 pumper)
$ 500,000
$ 125,000 $ (340,985)
$ (215,985)
$ (90,985)
$ 34,015
$ 159,01:
$ 104,015
$ 229,015
I
2025
$ 125,000
2026
$ (746,895)
$ 125,000
2027
$ 125,000
T
2028
$ 125,000
2029
Grass /Utility (replaces 1994 Utility)
$ 60,000 $ 125,000
Grass /Utility (replaces 1994 Utility)
$ 60,000
Grass /Utility (replaces 1994 Utility)
$ 60,000
2030
$ 125,000
Year Cost
, $ 100,000.00
Income 12131 Balance
2007
$
$
100,000 $ 44[
2008
100,000 $ 540,30'
2009
Chiefs Vehicle (replaces 2004 SUV) 1 $ 27,570 $
100,000 $ 644,01
2010
Inspector Vehicle (replaces 2004 pickup) $ 35,000 $
100,000 $ 709,01
$
100,000] $ 809,01
2011
2012
Ford Explorer, Duty Officer (1998) $ 30,000
$
100,000 $ 879,01
2013
$
100,000 $ 979,01
2014
Rescue (replaces 1993 Rescue)
$ 105,000
$
100,000
Rescue (replaces 1993 Rescue)
$ 105,000
Rescue (replaces 1997 Rescue)
$ 105,000
$ 764,015
2015
$
100,000
$ 864,015
2016
Safety Education Van (replaces 1995 van)
$ 30,000
$
100,000
Inspectors Vehicle (replaces 2010 pickup)
$ 35,000
Chiefs Vehicle (replaces 2009 SUV)
$ 35,000
Tanker (replaces 1991 Tanker) Relief Assoc
$ 250,000
Tanker (replaces 1991 Tanker) Relief Assoc
$ 250,000
$ 364,01`
2017
Pumper (replaces 1996 Pumper)
$ 450,000
$
100,000 $ 14,01
2018
tility 12 (Purchased with Relief money ?)
Expedition
$ 200,000
$ 35,000
`..
100,000 $ (120,985
6 x 6, snowmobile, trailer, boat
?
2019
$
100,000 $ (20,985?
2020
$
100,000 $ 79,01`
2021
Pumper (replaces 2000 pumper)
$ 650,000
$
100,000 $ (470,985)
2022
$
100,000 $ (370,985)
2023
Inspectors Vehicle (replaces 2016 pickup)
$ 35,000
$
100,000 $ (340,985)
Chiefs Vehicle (replaces 2016 SUV)
$ 35,000
2024
Pumper (replaces 2002 pumper)
$ 500,000
$
100,000 $ (740,985)
2025
$
100,000 $ (640,985)
2026
$ (3,546,895)
$
100,000 $ (540,985)
2027
$
100,000 $ (440;985)
2028
$
100,000 $ (340,985
2029
Grass /Utility (replaces 1994 Utility)
$ 60,000
$
100,000 $ (420,985
Grass /Utility (replaces 1994 Utility)
$ 60,000
Grass /Utility (replaces 1994 Utility)
$ 60,000
2030
$
125,000 $ (295,98
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