HomeMy WebLinkAbout05-27-14 Council PacketEXPANDED AGENDA
CITY COUNCIL AGENDA
Tuesday, May 27, 2014
6:30 p.m.
(Scheduled to be broadcast on Channel 16)
City Council: Mayor Reinert, Council Members Kusterman, Rafferty, Roeser and Stoesz
City Administrator: Jeff Karlson
COUNCIL WORK SESSION, 5:30 P.M.
Community Room (not televised)
1. Review Regular Agenda
2. Street Reconstruction Plan Update
Staff will publish notice for public hearing on June 23
CITY COUNCIL MEETING, 6:30 P.M.
➢ Roll Call - Council Members Stoesz, Roeser, Rafferty, Kusterman, and Mayor
Reinert were present
➢ Pledge of Allegiance
➢ Announcements — Mayor Reinert clarified that the American Legion is allowed
to display as many American flags as they wish
➢ Open Mike / Public Comment - John DeHaven, 1612 Birch Street, suggested that
the City should limit the number of years for advisory board service
➢ Setting the Agenda: Addition or deletion of agenda items
The agenda was approved as presented
1. CONSENT AGENDA
A) Consideration of Expenditures:
i) May 27, 2014 (Check No. 98030 through 98109) in the
amount of $374,306.90;
ii) Centennial Fire District (Check No. 6404 through 6425) in the amount
of $97,095.15);
B) Consider approval of May 5, 2014 Work Session Minutes
C) Consider approval of May 12, 2014 Council Meeting Minutes
D) Consider approval of May 5, 2014 Closed Council Minutes
E) Resolution No. 14 -42, Authorizing issuance of a Special Event Permit for the
Lino Lakes YMCA Farmers Market.
F) Consider approval of May 12, 2014 Board of Appeal Minutes
Council Agenda
-2- May 27, 2014
G) Consider Approval of 2014 Advisory Board Appointment
Action Taken: Motion by Rafferty, seconded Stoesz, to approve the
Consent Agenda, Items 1A through 1G, as presented, was adopted
2. FINANCE DEPARTMENT REPORT
No report
3. ADMINISTRATION DEPARTMENT REPORT
A) Consideration of Springsted's Fire Department Analysis, Jeff Karlson
Action Taken: Motion by Kusterman, seconded Roeser, to accept the
report as presented, was adopted
4. PUBLIC SAFETY DEPARTMENT REPORT
No report
5. PUBLIC SERVICES DEPARTMENT REPORT
No report
6. COMMUNITY DEVELOPMENT REPORT
A) Consider Resolution No. 14 -44, Authorizing Preparation of Plans and
Specifications for the 2014 Street Overlay Project, Michael Grochala
Action Taken: Motion by Roeser, seconded by Kusterman, to approve
Resolution No. 14 -44 as presented, was adopted
B) Consider Resolution No. 14 -45, Authorizing Preparation of Plans and
Specifications for the 2014 Surface Water Management Proj, Michael Grochala
Action Taken: Motion by Roeser, seconded by Kusterman, to approve
Resolution No. 14 -45 as presented, was adopted
7. UNFINISHED BUSINESS
None
8. NEW BUSINESS
None
Adjournment
Motion by Roeser, seconded by Kusterman, to adjourn at 7:20 pm, was adopted
Community Calendar — A Look Ahead
May 27, 2014 through June 9, 2014
4+k- Wednesday, May 28 6:30 pm, Council Chambers Environmental Board
Monday, June 2 5:30 pm, Community Room Council Work Session
.- Thursday, June 5 8:00 am, Community Room EDAC
Monday, June 9 6:30 pm, Council Chambers City Council Meeting
WS — Item #2
WORK SESSION STAFF REPORT
Work Session Item No. 2
Date: May 27, 2014
To: City Council
From: Michael Grochala, Community Development Director
Re: Street Reconstruction Plan Update
Background
Concurrent with the charter review process staff has begun development of a Street
Reconstruction Plan. A draft plan was presented to the council in March. The plan was based on
the pavement management ratings and consideration of average daily traffic on street segments.
The draft plan proposes a 5 phase reconstruction project that addresses approximately 10 miles
of city streets.
Phase
Streets
Total Length (Feet)
Estimated Cost
I
Hokah Dr, Rice Ct, Totem Tr,
Arrowhead Dr, Tomahawk Tr,
Tomahawk Ct, Chippewa Tr,
Arrowhead Ct
10,535
$3,009,125
II
West Shadow Lake Drive, Shadow Ct,
LaMotte Dr, LaMotte Circle
10,643
$3,040,015
III
81st St, Danube St, Elbe St, Red Maple
Ln, Holly Dr, Holly Ct
10,441
$,2,982,179
IV
Oak Ln, Knoll Dr, Joyer Ln, Karth Rd,
Talle Ln, Canfield Rd, Gaage Ln
9,735
$2,780,598
V
77th St, Gordon Ave, Rehbein St,
Peltier Lake Dr, James St
11,229
$3,207,139
Total
52,583
$15,019,056
As noted in the plan some project areas may, after further evaluation, be identified as a candidate
for reclamation. In such cases the plan would be adjusted to accommodate other street segments.
The estimated costs detailed above do not include any replacement or installation of watermain
or sanitary sewer. If the residents in any of these neighborhoods would like to have sanitary
sewer or watermain installed as part of a street reconstruction project they will need to petition
the City for these improvements and agree to be assessed 100% of the cost.
The timeline for completing the plan phasing would be based on a financial analysis to determine
the preferred bond structure. Springsted Inc. has prepared preliminary debt service schedules
based on bond issuance of 10, 15, and 20 years. A 15 year schedule would result in annual debt
service of approximately $269,000 based on a $3,000,000 project.
At this time staff is proposing a street reconstruction plan schedule that includes the first two
project phases over the next five years as follows:
Phase
Streets
Total Length (Feet)
Estimated Cost
2015
Hokah Dr, Rice Ct, Totem Tr,
Arrowhead Dr, Tomahawk Tr,
Tomahawk Ct, Chippewa Tr,
Arrowhead Ct
10,535
$3,009,125
2019
West Shadow Lake Drive, Shadow Ct,
Sandpiper Drive, LaMotte Dr, LaMotte
Circle
10,643
$3,040,015
Staff is working with WSB, Springsted Inc. and the City's bond counsel Kennedy and Graven, to
refine the plan to meet the provisions of Minnesota Statutes 475 relating to street reconstruction
and bituminous overlays. This would allow for the City to possibly proceed with a project in
2015 in the event that a charter amendment is not approved. However, as previously discussed,
the plan 1) is subject to a reverse referendum and 2) at this point would need to be funded
without special assessments.
Under State law street reconstruction bonds can be issued without election provided the
following requirements are met:
a) The City must prepare a 5 year street reconstruction plan
b) The City must hold a public hearing
c) The City Council must approve the plan by unanimous vote.
d) A 30 day period must elapse during which time a petition may be submitted
requesting an election. The petition must be signed by voters equal to 5% of the
votes cast in the last municipal general election.
e) If no petition is received the city may issue bonds without election.
To provide for the reverse petition process and allow for preparation of a ballot question for
submittal to Anoka County the City would need to hold the required public hearing at the June
23 City Council meeting. There is time within the schedule to allow for some modification of
this date but a special meeting would need to be held. The city is required to provide a public
hearing notice between 10 and 28 days before the hearing.
Staff is anticipating presenting the draft plan to the council in further detail at the June 3 work
session.
Requested Council Direction
None required. Staff is proposing to notice the public hearing to consider adoption of a 5 year
street reconstruction plan for June 23, 2014.
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Street Reconstruction Plan
City of Lino Lakes MN
Street Reconstruction Plan
• Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
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3/6/2013
WSB
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Expenditures
May 27, 2014
Check #98030 to #98109
S374,306.90
Date: 05/21/2014 Time: 09:10:53
Ranges:
Vendor #: (A)
Invoice #: (A)
Entry Journal #: (r) 11878 - 11908
Trans #: (A)
Line #: (A)
Due Date: (A)
Bank #: (A)
City of Lino Lakes Operator: TJT Page:
FM Entry - Invoice Journal
Options: Detail / Summary: S Invoice Status: A # of copies: 1
Sort: A Check Over Expend: N
Discount
Vendor # Name # of items Net Gross Discount Lost
000093 ACESOLID WASTE, INC. 1 703.82 703.82 .00 .00
000200 AFLAC 1 683.50 683.50 .00 .00
000408 AFSCME COUNCIL #5 1 595.46 595.46 .00 .00
008996 AGGREGATE INDUSTRIES 1 441.65 441.65 .00 .00
000370 ANOKA COUNTY CENTRAL COMMUNICATIONS 1 66.75 66.75 .00 .00
000228 ANOKA COUNTY ELECTIONS 1 3,148.60 3,148.60 .00 .00
004063 ANOKA COUNTY LICENSE BUREAU 1 94.00 94.00 .00 .00
000420 ANOKA COUNTY PROPERTY RECORDS & TAXATION 1 98,391.00 98,391.00 .00 .00
000541 ASPEN MILLS, INC. 7 1,499.14 1,499.14 .00 .00
008997 ASPHALT & CONCRETE BUY KNOX 1 52.00 52.00 .00 .00
004469 AUTO NATION FORD WHITE BEAR LAKE 1 2,501.57 2,501.57 .00 .00
007987 AVON BUSINESS FORMS & PROMOTIONS 1 178.00 178.00 .00 .00
008998 AZURE PROPERTIES, INC. 1 2,452.50 2,452.50 .00 .00
008293 BIFF'S INC. 15 564.92 564.92 .00 .00
008678 BLUETARP FINANCIAL, INC. 3 271.76 271.76 .00 .00
008808 BUSINESS DATA RECORD SERVICES 1 119.07 119.07 .00 .00
001050 CENTENNIAL SCHOOLS ISD #12 3 1,697.25 1,697.25 .00 .00
001110 CENTENNIAL UTILITIES 1 2,829.25 2,829.25 .00 .00
002700 CENTERPOINT ENERGY 1 1,962.18 1,962.18 .00 .00
007776 CENTURYLINK 1 51.37 51.37 .00 .00
008767 CES IMAGING 1 80.00 80.00 .00 .00
001117 CHOMONIX GOLF COURSE 1 200.00 200.00 .00 .00
Date: 05/21/2014 Time: 09:10:54
City of Lino Lakes Operator: TJT Page: 2
FM Entry - Invoice Journal
Discount
Vendor # Name # of items Net Gross Discount Lost
001878 CITY OF HUGO 1 2,500.00 2,500.00 .00 .00
900491 CITY OF ROSEVILLE 2 7,834.17 7,834.17 .00 .00
002248 CLIFTON LARSON ALLEN LLP 1 15,100.00 15,100.00 .00 .00
001187 CONNEXUS ENERGY 2 7,698.59 7,698.59 .00 .00
008995 COSTCO 1 110.00 110.00 .00 .00
004803 CRITICAL CONNECTIONS ECOLOGICAL SERVICES 1 13,297.05 13,297.05 .00 .00
008755 CURTIS 1000 INC. 2 1,415.01 1,415.01 .00 .00
001270 DALCO, INC. 1 585.27 585.27 .00 .00
003220 FACTORY MOTOR PARTS COMPANY, INC. 2 276.92 276.92 .00 .00
001540 FORESTRY SUPPLIERS, INC. 1 62.94 62.94 .00 .00
007698 FRATTALL0NE,S/CIRCLE PINES ACE 1 8.99 8.99 .00 .00
008240 GOPHER STATE ONE-CALL 1 356.70 356.70 .00 .00
005005 GREEN LIGHTS RECYCLING, INC. 2 368.92 368.92 .00 .00
001814 HARDWOOD CREEK LUMBER, INC. 1 57.80 57.80 .00 .00
001082 IDENTISYS, INC. 1 161.37 .161.37 .00 .00
000303 INSTRUMENTAL RESEARCH, INC. 1 142.50 142.50 .00 .00
002000 INTL UNION OF OPER ENGR 1 491.25 491.25 .00 .00
008394 JANI-KING OF MINNESOTA, INC. 2 3,391.00 3,391.00 .00 .00
008994 K-BID.COM 1 777.73 777.73 .00 .00
002208 LAW ENFORCEMENT LABOR SERVICES, INC. 1 945.00 945.00 .00 .00
000032 KYLE LEIBEL 1 69.36 69.36 .00 .00
002410 LINO LAKES LIONS CLUB 1 400.00 400.00 .00 .00
008123 LUBE-TECH 1 7,261.97 7,261.97 .00 .00
002570 METRO COUNCIL ENRIVONMENTAL SERVICES 1 9,840.60 9,840.60 .00 .00
007694 METROPOLITAN COUNCIL 1 65,964.98 65,964.98 .00 .00
002822 MINNESOTA COUNTY ATTORNEYS ASSOC 1 112.00 112.00 .00 .00
008999 MINNESOTA PUMP WORKS 1 9,855.46 9,855.46 .00 .00
Date: 05/21/2014 Time: 09:10:55 City of Lino Lakes
FM Entry - Invoice Journal
Operator: TJT Page: 3
Discount
Vendor # Name # of items Net Gross Discount Lost
002931 MN CHILD SUPPORT PAYMENT CENTER 4 1,401.86 1,401.86 .00 .00
009000 ERIC MOE 1 1,200.00 1,200.00 .00 .00
008812 MOMENTUM ENTERPRISES, INC. 1 345.00 345.00 .00 .00
007268 PETE NOLL 1 438.09 438.09 .00 .00
008850 OfficeMax 2 1,004.61 1,004.61 .00 .00
000983 OPTUMHEALTH FINANCIAL SERVICES 2 75.70 75.70 .00 .00
003492 PETTY CASH 1 216.81 216.81 .00 .00
007828 PIONEER RIM & WHEEL CO 1 99.04 99.04 .00 .00
003900 SAFETY KLEEN CORPORATION, INC. 1 38.11 38.11 .00 .00
000065 SCHARBER & SONS 1 32,400.00 32,400.00 .00 .00
003880 SEH TECHNOLOGY SOLUTIONS INC 1 725.00 725.00 .00 .00
000118 SNAP-ON INDUSTRIAL, INC. 2 976.71 976.71 .00 .00
008993 SOUTHWEST MN CHAPTER OF ICC 1 110.00 110.00 .00 .00
004240 STREICHER'S, INC. 1 44.99 44.99 .00 .00
000375 SYCOM, INC. 1 8,277.50 8,277.50 .00 .00
008141 TASC - CLIENT INVOICES 1 104.12 104.12 .00 .00
000489 TDS METROCOM MN 1 259.26 259.26 .00 .00
007758 TOWMASTER 1 88.53 88.53 .00 .00
001534 TRI-COUNTY LAW ENFORCEMENT ASSOCIATION 1 75.00 75.00 .00 .00
008685 TWIN CITIES OCCUPATIONAL HEALTH, PC 1 25.00 25.00 .00 .00
008640 U.S. BANK 1 19,440.64 19,440.64 .00 .00
004606 U.S. BANK 1 450.00 450.00 .00 .00
000909 UNIQUE PAVING MATERIALS CORPORATION 11 2,281.25 2,281.25 .00 .00
008395 WSB & ASSOCIATES, INC. 18 30,397.17 30,397.17 .00 .00
003250 XCEL ENERGY 1 6,163.14 6,163.14 .00 .00
Grand Totals: 137 374,306.90 374,306.90 .00 .00*
Date: 05/21/2014 Time: 09:11:45 Operator: TJT
Ranges:
Page:
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Fund:
Dept Id:
Program:
Vendor #:
Invoice #:
Schedule Journal #:
Bank #:
(A)
(A)
(A)
(A)
(A)
(R) 11884
(A)
Options: Print Ranges/Options: Y
Page on Department: N
Department Vendor Name
- 11910
# of copies: 1
Description
Amount
ADMINISTRATION
ADMINISTRATION
ADMINISTRATION
ADMINISTRATION
ADMINISTRATION
ADMINISTRATION
ADMINISTRATION
ELECTIONS
ELECTIONS
FINANCE
FINANCE
FINANCE
FINANCE
PLANNING & ZONING
PLANNING & ZONING
PLANNING & ZONING
ENGINEERING
ENGINEERING
ENGINEERING
AFLAC
AFSCME COUNCIL #5
INTL UNION OF OPER E
LAW ENFORCEMENT LABO
METRO COUNCIL ENVIRO
MN CHILD SUPPORT PAY
U.S. BANK
U.S. BANK
U.S. BANK
AGGREGATE INDUSTRIES
ASPHALT &
JUNE INS PREMIUMS
MAY UNION DUES
MAY UNION DUES
MAY UNION DUES
APRIL 2014 SAC
CHILD SUPPORT
DELL/EE COMPUTER
DELL/EE COMPUTER
DELL/EE COMPUTER
ICM #09-144111
PURCHAS
PURCHAS
PURCHAS
CONCRETE B REFUND PERMIT 2014-00233
Total for Department
OPTUMHEALTH FINANCIA
OPTUMHEALTH FINANCIA
TASC - CLIENT INVOIC
U.S. BANK
TWIN CITIES OCCUPATI
BUSINESS DATA RECORD
COSTCO
Total
APRIL ELIG PLAN PARTICIP
APRIL RETIREES
APRIL ADMIN FEES
TARGET/MEETING COFFEE,SN
PRE-EMPLOYMENT SCREEN H.
DOCUMENT DESTRUCTION
CITY MEMBERSHIP
for Department 402
ANOKA COUNTY ELECTIO ANNUAL FEE PER JOINT POW
CENTENNIAL SCHOOLS I ELECTION POLLING FACILIT
Total for Department 403
ANOKA COUNTY PROPERT 2014 ASSESSMENT CONTRACT
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
U.S. BANK MnGFOA/APRIL TRAINING,ME
CITY OF ROSEVILLE MAY IT SERVICES
Total for Department 407
SEH TECHNOLOGY SOLUT GIS SERVICES
WSB & ASSOCIATES, IN MAR ZONING ORD AMENDMENT
CES IMAGING MAY PLOTTER/SCANNER MAIN
Total for Department 416
WSB & ASSOCIATES, IN MAR GENERAL ENGINEERING
WSB & ASSOCIATES, IN MAR GPS/GIS MISC ASSISTA
WSB & ASSOCIATES, IN MAR NE AREA DRAINAGE STU
683.50
595.46
491.25
945.00
9,840.60
1,401.86
746.36
512.89
373.64
441.65
52.00
16,084.21*
48.10
27.60
104.12
18.86
25.00
19.27
55.00
297.95*
3,148.60
60.00
3,208.60*
98,391.00
5,587.00
15.00
6,688.67
110,681.67*
385.00
931.00
80.00
1,396.00*
4,755.17
2,510.50
654.50
Date: 05/21/2014 Time: 09:11:46 Operator: TJT
Department
ENGINEERING
ENGINEERING
COMM DEV
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
POLICE
Page: 2
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name
Description
Amount
WSB & ASSOCIATES, IN MAR STORMWATER ORD UPDAT
WSB & ASSOCIATES, IN MAR TRAFFIC SAFETY
Total for Department 417
SEH TECHNOLOGY SOLUT GIS SERVICES
Total for Department 418
LEIBEL, KYLE
ANOKA COUNTY CENTRAL
ASPEN MILLS, INC.
ASPEN MILLS, INC.
ASPEN MILLS, INC.
ASPEN MILLS, INC.
ASPEN MILLS, INC.
ASPEN MILLS, INC.
IDENTISYS, INC.
CONNEXUS ENERGY
CONNEXUS ENERGY
TRI- COUNTY LAW ENFOR
MINNESOTA COUNTY ATT
FACTORY MOTOR PARTS
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
PETTY CASH /LLPD
STREICHER'S, INC.
NOLL, PETER
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
BATTERIES, EVIDENCE BAGS
MOTOROLA REMOTE SPEAKER
UNIFORM ALLOWANCE A.HALV
UNIFORM ALLOWANCE C.SCHI
UNIFORM ALLOWANCE D.THIL
UNIFORM ALLOWANCE M.MONS
UNIFORM ALLOWANCE P.NOLL
UNIFORM ALLOWANCE T.VANG
COLOR RIBBON
APRIL ELECTRIC
MARCH ELECTRIC
2014 ANNUAL DUES
FORFEITURE FORMS
BATTERIES- EMERGENCY WARN
ALCOHOL COMPLIANCE CHECK
BATTERIES
CERT TRAINING 3 -RING BIN
PARKING HENN. CO. INV SC
RAMSEY CO. CHIEFS MEETIN
SUPPLIES /SGT BRAGELMAN D
TOBACCO COMPLIANCE CHECK
TOBACCO COMPLIANCE CHECK
TRAINING SUPPLIES
UNIFORM ALLOWANCE D.HAGE
TUITION REIMBURSEMENT
ALEX TECH COLLEGE /TRAINI
BLAUER /UNIFORM ALLOWANCE
CDW /COMPUTER MONITOR ADA
FESTIVAL FOODS /ANOKA CO.
GALLS /CHAPLAIN SAFETY VE
KUSTOM SIGNALS /RADAR UNI
LORMAN /PUBLIC INFO TRAIN
OFFICE MAX /OFFICE SUPPLI
OTTER LAKE ANIMAL CARE /I
PRIMARY PRODUCTS /HAND SA
RAM MOUNTS /COMPUTER NOUN
SECURITY SOLUTIONS INT'L
U.S. BANK ST.PAUL /PARKING MADD AWA
U.S. BANK STAPLES /CHAIRS
U.S. BANK VERIZON WIRELESS
BUSINESS DATA RECORD DOCUMENT DESTRUCTION
Total for Department 420
1,130.50
220.50
9,271.17*
340.00
340.00*
69.36
66.75
344.15
353.10
23.90
13.35
231.85
532.79
161.37
20.00
20.00
75.00
112.00
276.92
49.00
17.98
16.12
4.50
10.47
60.76
20.00
20.00
17.98
44.99
438.09
125.00
56.94
72.75
12.57
56.94
2,696.13
329.00
78.99
374.96
54.20
23.96
99.00
2.80
769.66
625.44
99.80
8,478.57*
Date: 05/21/2014 Time: 09:11:46 Operator: TJT
Department
Page: 3
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name Description
Amount
BUILDING INSPECTIONS AVON BUSINESS FORMS PUMPING /INSPECTION PERMI
BUILDING INSPECTIONS U.S. BANK MN BOOKSTORE /PLUMBING CO
BUILDING INSPECTIONS U.S. BANK VERIZON WIRELESS
BUILDING INSPECTIONS SOUTHWEST MN CHAPTER REGISTRATION RES. FIRE S
Total for Department 422
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
STREETS
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
FLEET
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
UNIQUE PAVING
UNIQUE PAVING
UNIQUE PAVING
UNIQUE PAVING
UNIQUE PAVING
UNIQUE PAVING
MATERI
MATERI
MATERI
MATERI
MATERI
MATERI
UNIQUE PAVING MATERI
UNIQUE PAVING MATERI
CONNEXUS ENERGY
CONNEXUS ENERGY
CITY OF HUGO
XCEL ENERGY
CENTURYLINIC
WSB & ASSOCIATES,
WSB & ASSOCIATES,
U.S. HANK
U.S. BANK
IN
IN
1.49 TN UPM #2
1.53 TN UPM #2
1.58 TN UPM #2
1.59 TN UPM #2
1.64 TN UPM #2
1.68 TN UPM #2
1.75 TN UPM #2
1.77 TN UPM #2
APRIL ELECTRIC
MARCH ELECTRIC
RES #14 -41 PREV. MAINT.
ELECTRIC
SIGNAL PHONE
MAR 2013 SURFACE WATER M
MAR SURFACE WATER MGMT P
CUB /SAFETY TRAINING
VERIZON WIRELESS
WINTER
WINTER
WINTER
WINTER
WINTER
WINTER
WINTER
WINTER
178.00
48.95
19.76
110.00
356.71*
CO 186.25
CO 191.25
CO 197.50
CO 198.75
CO 205.00
CO 420.00
CO 218.75
CO 663.75
1,302.64
574.49
0 2,500.00
334.02
51.37
1,029.00
2,373.00
31.96
19.78
10,497.51*
Total for Department 430
SNAP -ON INDUSTRIAL,
SNAP -ON INDUSTRIAL,
SAFETY ICLEEN CORPORA
AUTO NATION FORD WHI
TOWMASTER
PIONEER RIM & WHEEL
LUBE -TECH
U.S.
U.S.
U.S.
U.S.
U.S.
U.S.
U.S.
U.S.
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BLUETARP FINANCIAL,
BLUETARP FINANCIAL,
BLUETARP FINANCIAL,
Total for
ACE SOLID WASTE, INC
TDS METROCOM MN
CENTENNIAL UTILITIES
CONNEXUS ENERGY
CONNEXUS ENERGY
SCANNER UPDATE
TORQ WRENCH
SOLVENT
#207 REPLACE TRANSMISSIO
CONTROLLER
TRAILER SUPPLIES
2,301.0 87NL 10 %ETH A
CARTEGRAPH /SOFTWARE
CENEX /DIESEL FOR TOOLCAT
MENARDS /IMPACT BIT,SOCKE
MENARDS /NEW SQUAD REAR B
MENARDS /PAINT NEW SQUAD
MENARDS /TRAILER PARTS
MIDWAY IND /PUMP PARTS FI
PONY EXPRESS /CAR WASH
HARDWARE TO FASTEN ASPHA
TRAILER & SHOP STOCK
TRAILER PARTS
Department 431
640.09
336.62
38.11
2,501.57
88.53
99.04
7,261.97
4,871.33
45.00
15.87
94.42
37.56
232.75
228.71
23.56
209.88
38.91
22.97
16,786.89*
TRASH /RECYCLING 506.42
PHONE SERVICE 223.00
APRIL NATURAL GAS -600 TO 2,511.65
APRIL ELECTRIC 1,014.17
MARCH ELECTRIC 1,123.25
Date: 05/21/2014 Time: 09:11:46 Operator: TJT
Department
Page: 4
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name
Description
Amount
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
GOVERNMENT BUILDINGS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
PARKS
RECREATION
RECREATION
RECREATION
RECREATION
RECREATION
DALCO, INC.
CENTERPOINT ENERGY
CENTERPOINT ENERGY
XCEL ENERGY
JANI -KING OF MINNESO
U.S. BANK
OfficeMax
OfficeMax
CITY OF ROSEVILLE
Total for
FACIAL &TOILET TISSUE,MUL
NATURAL GAS -1187 MAIN ST
NATURAL GAS -1189 MAIN ST
ELECTRIC
MAY CONTRACT
AMAZON /TYPEWRITER
PENS
TONER, PAPER, LEGAL PADS,R
MAY PHONE
Department 432
ACE ;SOLID WASTE, INC
CENTENNIAL UTILITIES
CENTENNIAL UTILITIES
CENTENNIAL UTILITIES
CONNEXUS ENERGY
CONNEXUS ENERGY
CENTERPOINT ENERGY
CENTERPOINT ENERGY
FRATTALLONE'S /CIRCLE
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
BIFF'S INC.
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
U.S. BANK
COSTCO
ENVIRONMENTAL U.S. BANK
Total for
TRASH /RECYCLING
APRIL NATURAL GAS -6811 L
APRIL NATURAL GAS -6918 S
APRIL NATURAL GAS -7204 L
APRIL ELECTRIC
MARCH ELECTRIC
NATURAL GAS -1179 MAIN ST
NATURAL GAS -6520 PHEASAN
STRING TO HANG SOCCER NE
BIFF RENTAL -BIRCH PARK
RIFF
RIFF
RIFF
BIFF
BIFF
BIFF
RIFF
RIFF
BIFF
BIFF
BIFF
RENTAL -BLUE HERON 5
RENTAL - CENTENNIAL M
RENTAL -CITY HALL PA
RENTAL - CLEARWATER C
RENTAL- LEXINGTON PA
RENTAL -LINO PARK
RENTAL - MARSHAN PARK
RENTAL -RICE LK ELEM
RENTAL -RICE LK ELEM
RENTAL -RICE LK ELEM
RENTAL - SUNRISE PK F
BIFF RENTAL- SUNRISE PK F
BIFF RENTAL- SUNRISE PK -H
ANTHEM SPORTS /SOCCER NET
FRATTALLONES /RAKES,GARAG
HOME DEPOT /EARTH DAY BIR
HOME DEPOT /PAINT FOR MAR
SCHERER LUMBER /EARTH DAY
VERIZON WIRELESS
Department 450
DISCOUNT SCHOOL SUPPLY /P
DOUGH JOE'S /STAFF MEETIN
VERIZON WIRELESS
WOMEN IN LEISURE SERVICE
CITY MEMBERSHIP
Total for Department 451
HOME DEPOT /HEAT LAMP POP
585.27
442.29
506.99
3,907.54
3,391.00
99.99
35.10
969.51
1,145.50
16,461.68*
142.52
56.15
142.28
99.21
67.96
67.07
107.09
131.11
8.99
42.50
41.43
131.43
41.43
41.43
100.98
2.59
41.43
2.59
2.59
2.59
36.25
36.25
41.43
838.61
69.98
36.95
54.94
487.20
218.32
3 093.30*
58.62
27.82
28.34
22.00
55.00
191.78*
8.54
Date: 05/21/2014 Time: 091147 Operator: TJT
Department
Page: 5
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name Description
ENVIRONMENTAL
SOLID WASTE
SOLID WASTE
SOLID WASTE
SOLID WASTE
SOLID WASTE
SOLID WASTE
SOLID WASTE
FORESTRY
FORESTRY
PROGRAM REC
ADULT INSTRUCTIONAL
SPECIAL EVENTS/TRIPS
YOUTH INSTRUCTIONAL
POLICE
POLICE
OTHER
DEBT SERVICE
U.S. BANK VERIZON WIRELESS
Total for Department 461
ACE SOLID WASTE, INC TRASH/RECYCLING
LINO LAKES LIONS CLU 2014 SPRING RECYCLE DAY
GREEN LIGHTS RECYCLI FIBER DRUMS
GREEN LIGHTS RECYCLI RECYCLE FLUORESCENT BULB
U.S. BANK HOME DEPOT/RECYCLE DAY G
U.S. BANK KFC/RECYCLE DAY
MOMENTUM ENTERPRISES MATTRESS RECYCLING
Total for Department 462
FORESTRY SUPPLIERS, SPRAYER, MAGNIFIER
HARDWOOD CREEK LUMBE PINE LATH 24"
Total for Department 463
Total for Fund 101
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
Total for Department 200
CENTENNIAL SCHOOLS I FACILITY RENTAL SPRING/S
Total for Department 201
U.S. BANK OLD LOG THEATER/SENIOR T
Total for Department 205
CENTENNIAL SCHOOLS I FACILITY RENTAL SPRING/S
Total for Department 207
Total for Fund 201
U.S. BANK EMERGENCY AUTOMOTIVE/NEW
Total for Department 420
Total for Fund 206
K-BID.COM TREADMILL FOR PD
Total for Department 420
Total for Fund 207
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
Total for Department 499
Total for Fund 301
U.S. BANK GO TAX INCREMENT BONDS 2
Total for Department 470
Amount
19.76
28.30*
54.88
400.00
86.47
282.45
9.51
195.61
345.00
1,373.92*
62.94
57.80
120.74*
198,669.00*
151.00
151.00*
288.00
288.00*
1,353.00
1,353.00*
1,349.25
1,349.25*
3,141.25*
1,754.78
1,754.78*
1,754.78*
777.73
777.73*
777.73*
604.00
604.00*
604.00*
450.00
450.00*
Date: 05/21/2014 Time: 09:11:47 Operator: TJT
Department
Page: 6
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name Description
Amount
OTHER
POLICE
FLEET
Total for Fund 332
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
Total for Department 499
Total for Fund 401
ANOKA COUNTY LICENSE TITLE #392,393,394,395,
Total for Department 420
SCHARBER & SONS 2012 303720 TRACTOR,FLEX
Total for Department 431
Total for Fund 402
GOVERNMENT BUILDINGS U.S. BANK DELL/CASE #1612215APR14
GOVERNMENT BUILDINGS U.S. BANK SHI/MICROSOFT OFFICE PR
Total for Department 432
OTHER
OTHER
OTHER
OTHER
OTHER
OTHER
WATER
WATER
WATER
WATER
WATER
WATER
WATER
Total for Fund 403
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
WSB & ASSOCIATES, IN MAR WELLHEAD PROTECTION
Total for Department 499
Total for Fund 406
CLIFTON LARSON ALLEN AUDIT PROGRESS BILLING #
CRITICAL CONNECTIONS RESTORATION WOOLAN'S PK
Total for Department 499
Total for Fund 422
WSB & ASSOCIATES, IN MAR OTTER LK ROAD EXTENS
Total for Department 499
Total for Fund 476
WSB & ASSOCIATES, IN MAR 21ST AVE EXTENSION
Total for Department 499
Total for Fund 477
INSTRUMENTAL RESEARC
SYCOM, INC.
TDS METROCOM MN
CONNEXUS ENERGY
CONNEXUS ENERGY
CLIFTON LARSON ALLEN
CENTERPOINT ENERGY
APRIL TOTAL COLIFORM BAC
SCADA SYSTEM UPDATE
PHONE SERVICE
APRIL ELECTRIC
MARCH ELECTRIC
AUDIT PROGRESS BILLING #
NATURAL GAS-1180 BIRCH S
450.00*
604.00
604.00*
604.00*
94.00
94.00*
32,400,00
32,400.00*
32,494.00*
-32.13
996.00
963.87*
963.87*
1,812.00
4,990.87
6,802.87*
6,802.87*
151.00
13,297.05
13,448.05*
13,448.05*
588.00
588.00*
588.00*
4,929.75
4,929.75*
4,929.75*
142.50
4,138.75
36.26
1,347.35
1,335.03
2,265.00
216.79
Date: 05/21/2014 Time: 09:11:47 Operator: TJT
Department
Page: 7
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Vendor Name
Description
Amount
WATER
WATER
WATER
WATER
WATER
WATER
WATER
WATER
WATER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
SEWER
CENTERPOINT ENERGY
CENTERPOINT ENERGY
XCEL ENERGY
GOPHER STATE ONE -CAL
WSB & ASSOCIATES, IN
U.S. BANK
U.S. BANK
CURTIS 1000 INC.
CURTIS 1000 INC.
NATURAL GAS -6774 BLACK D
NATURAL GAS -6786 CLEARWA
ELECTRIC
APRIL TICKETS
MAR GENERAL ENGINEERING
SHI /MICROSOFT OFFICE PR
VERIZON WIRELESS
UTILITY BILLING ENVELOPE
UTILITY BILLING STATEMEN
Total for Department 494
Total for Fund 601
SYCOM, INC.
CENTENNIAL UTILITIES
CONNEXUS ENERGY
CONNEXUS ENERGY
CLIFTON LARSON ALLEN
CENTERPOINT ENERGY
CENTERPOINT ENERGY
CENTERPOINT ENERGY
CENTERPOINT ENERGY
XCEL ENERGY
METROPOLITAN COUNCIL
GOPHER STATE ONE -CAL
WSB & ASSOCIATES, IN
U.S. BANK
U.S. BANK
U.S. BANK
CURTIS 1000 INC.
CURTIS 1000 INC.
MINNESOTA PUMP WORKS
Total for D
SCADA SYSTEM UPDATE
APRIL NATURAL GAS- SUNRIS
APRIL ELECTRIC
MARCH ELECTRIC
AUDIT PROGRESS BILLING #
NATURAL GAS -1473 SNOW GO
NATURAL GAS -2200 E. CEDA
NATURAL GAS -6300 LAURENE
NATURAL GAS -6666 BLACK D
ELECTRIC
JUNE WASTE WATER SERVICE
APRIL TICKETS
MAR GENERAL ENGINEERING
HOME DEPOT /ROD,14ga STRU
SHI /MICROSOFT OFFICE PR
VERIZON WIRELESS.
UTILITY BILLING ENVELOPE
UTILITY BILLING STATEMEN
LIFT 2 PUMPS
epartment 495
Total for Fund 602
CHOMONIX GOLF COURSE CLUBHOUSE RENTAL EE RECO
WSB & ASSOCIATES, IN MAR CENTURY FARM NORTH P
WSB & ASSOCIATES, IN MAR McDONALDS
WSB & ASSOCIATES, IN MAR METRO TRANSIT
WSB & ASSOCIATES, IN MAR MILLERS CROSSROADS
WSB & ASSOCIATES, IN MAR NORTHPOINTE
WSB & ASSOCIATES, IN MAR SADDLE CLUB
'WSB & ASSOCIATES, IN MAR TALAN RIDGE
AZURE PROPERTIES, IN ESCROW REFUND 21ST AVE C
MOE, ERIC CARGO STORAGE UNIT FOR K
Total for Department
Total for Fund 801
180.81
250.65
1,896.42
178.35
944.19
166.00
79.29
342.41
365.09
13,884.89*
13,884.89*
4,138.75
19.96
421.19
405.44
3,926.00
45.10
49.37
14.30
17.68
25.16
65,964.98
178.35
944.19
27.25
166.00
39.52
342.41
365.10
9,855.46
86,946.21*
86,946.21*
200.00
2,632.00
147.00
441.00
220.50
514.50
147.00
294.00
2,452.50
1,200.00
8,248.50*
8,248.50*
Date: 05/21/2014 Time: 09:11:47 Operator: TJT
Page:
City of Lino Lakes
FM Entry - Invoice Payment - Department Report
Department Vendor Name Description Amount
Grand Total 374,306.90*
CENTENNIAL FIRE DISTRICT Check Register - FIRE GL
Check Issue Dates: 5/3/2014 - 5/15/2014
Page: 1
May 15, 2014 04:08PM
Report Criteria:
Report type: Summary
GL Check Check Vendor
Period Issue Date Number Number
Payee
Description
05/14 05/15/2014 6404 10290
05/14 05/15/2014 6405 10665
05/14 05/15/2014 6406 10850
05/14 05/15/2014 6407 11565
05/14 05/15/2014 6408 30480
05/14 05/15/2014 6409 30490
05/14 05/15/2014 6410 30575
05/14 05/15/2014 6411 60300
05/14 05/15/2014 6412 60650
05/14 05/15/2014 6413 70578
05/14 05/15/2014 6414 90151
05/14 05/15/2014 6415 120331
05/14 05/15/2014 6416 120450
05/14 05/15/2014 6417 130450
05/14 05/15/2014 6418 160050
05/14 05/15/2014 6419 160493
05/14 05/15/2014 6420 180600
05/14 05/15/2014 6421 190075
05/14 05/15/2014 6422 190820
05/14 05/15/2014 6423 220200
05/14 05/15/2014 6424 220250
05/14 05/15/2014 6425 240100
Grand Totals:
ALEX AIR APPARATUS, INC
ANOKA CHAMPLIN FIRE DEPT
ANOKA COUNTY TREASURY D
ASPEN MILLS, INC
CENTENNIAL UTILITIES
CENTERPOINT ENERGY
CITY OF CIRCLE PINES
FIRE SAFETY USA, INC
FRATTALLONE'S HARDWARE S
GRAINGER
IMAGE PRINTING & GRAPHICS
LEAGUE OF MN CITIES INS TR
CITY OF LINO LAKES
METRO CHIEF FIRE OFFICERS
PAETEC
PREMIUM WATERS, INC
CITY OF ROSEVILLE
SHI INTERNATIONAL CORP
BENJAMIN J. STEPAN
VERIZON WIRELESS
VIKING TROPHIES, INC
XCEL ENERGY
FEMA- TURNOUT GEAR
TRAINING
JUNE BROADBAND
BOOTS
APRIL UTILITIES STATION 1
STATION 2 GAS CHARGES
1ST QTR ACCOUNTING SERVIC
EQUIPMENT HELMET
MISC SUPPLIES
SALES TAX
SAFETY CAMP SUPPLIES
EXCESS LIABILITY INS 4/14 -4/1
APRIL FEMA- INSURANCE
2014 MEMBERSHIP DUES
PHONES STATION 2
BOTTLED WATER
SALES TAX JAN -MAY
FEMA -ADMIN EXPENSE
EMS INSTRUCTOR HOURS
COMMUNICATIONS
OFFICE SUPPLY
STATION 2 ELECTRIC
Check
Amount
15, 045.00
100.00
187.50
368.40
269.45
307.18
1,575.00
260.00
55.03
562.98
36.50
15, 955.00
59,690.61
100.00
159.93
11.14
1,155.00
259.71
301.50
105.82
57.07
532.33
97, 095.15
M = Manual Check, V = Void Check
CENTENNIAL FIRE DISTRICT
Invoice Register - Edit Report
Input Dates: 5/3/2014 - 5/15/2014
Page: 1
May 15, 2014 04:07PM
Name Vendor Number Invoice Seq Type
Description
Invoice Date Payment Due Date Total Cost
GL Account GL Period
05/15/2014
10290 ALEX AIR APPARATUS, INC
ALEX AIR A 10290 24286 1 Invoi FEMA- TURNOUT GEAR
Total 10290 ALEX AIR APPARATUS, INC:
10665 ANOKA CHAMPLIN FIRE DEPT
ANOKA CH 10665 GENY006 1 Invoi TRAINING
Total 10665 ANOKA CHAMPLIN FIRE DEPT:
10850 ANOKA COUNTY TREASURY DEPT.
ANOKA CO 10850 B140512C 1 Invoi JUNE BROADBAND
Total 10850 ANOKA COUNTY TREASURY DEPT.:
11565 ASPEN MILLS, INC
ASPEN MIL 11565
ASPEN MIL 11565
ASPEN MIL 11565
149051
149059
149060
Total 11565 ASPEN MILLS, INC:
30480 CENTENNIAL UTILITIES
CENTENNI 30480 051514
Total 30480 CENTENNIAL UTILITIES:
30490 CENTERPOINT ENERGY
CENTERP 30490 051514
Total 30490 CENTERPOINT ENERGY:
30575 CITY OF CIRCLE PINES
CITY OF CI 30575 051514
Total 30575 CITY OF CIRCLE PINES:
60300 FIRE SAFETY USA, INC
FIRE SAFE 60300 68660 -2
FIRE SAFE 60300 68998
Total 60300 FIRE SAFETY USA, INC:
1 Invoi EMS SUPPLIES
1 Invoi UNIFORMS
1 Invoi BOOTS
1 Invoi APRIL UTILITIES STATION 1
1 Invoi STATION 2 GAS CHARGES
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
1 Invoi 1ST QTR ACCOUNTING SERVIC 05/15/2014
1 Invoi FIRE EQUIPMENT
1 Invoi EQUIPMENT HELMET
60650 FRATTALLONE'S HARDWARE STORE
FRATTALL 60650 051514 1 Invoi BLDG MTC
FRATTALL 60650 051514 2 Invoi MISC SUPPLIES
Total 60650 FRATTALLONE'S HARDWARE STORE:
70578 GRAINGER
GRAINGER
GRAINGER
GRAINGER
GRAINGER
70578 94273554
70578 94273554
70578 94353836
70578 94353836
1 Invoi BLDG MTC DOOR CLOSER /REP
2 Invoi SALES TAX
1 Invoi BLDG MTC REPAIR KIT /MISC
2 Invoi SALES TAX
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014
05/15/2014 15,045.00 801 -42- 2350 -560 05/14
15, 045.00
05/15/2014 100.00 801 -42- 2210 -331 05/14
100.00
05/15/2014 187.50 801 -42- 2210 -321 05/14
05/15/2014
05/15/2014
05/15/2014
187.50
48.95 801 -42- 2210 -332
194.50 801 -42- 2210 -218
124.95 801 -42- 2210 -218
368.40
05/14
05/14
05/14
05/15/2014 269.45 801 -42- 2210 -380 05/14
269.45
05/15/2014 307.18 801 -42- 2210 -380 05/14
307.18
05/15/2014 1,575.00 801 -42- 2210 -301 05/14
1,575.00
05/15/2014 40.00 801 -42- 2210 -570 05/14
05/15/2014 220.00 801 -42- 2210 -570 05/14
260.00
05/15/2014 50.61 801 -42- 2210 -401 05/14
05/15/2014
4.42 801 -42- 2210 -219 05/14
55.03
05/15/2014 382.93 801 -42- 2210 -401 05/14
05/15/2014 24.63- 801 -21800 05/14
05/15/2014 218.75 801 -42- 2210 -401 05/14
05/15/2014 14.07- 801 -21800 05/14
Total 70578 GRAINGER: 562.98
CENTENNIAL FIRE DISTRICT
Invoice Register - Edit Report Page: 2
Input Dates: 5/3/2014 - 5/15/2014 May 15, 2014 04:07PM
Name Vendor Number Invoice Seq Type
Description Invoice Date Payment Due Date Total Cost GL Account GL Period
90151 IMAGE PRINTING & GRAPHICS
IMAGE PRI 90151 141711 1 Invoi SAFETY CAMP SUPPLIES 05/15/2014 05/15/2014 36.50 801 -42- 2210 -490 05/14
Total 90151 IMAGE PRINTING & GRAPHICS: 36.50
120331 LEAGUE OF MN CITIES INS TRUST
LEAGUE 0 120331 46748 1 Invoi PROPERTY /LIABILITY INS 4/14- 05/15/2014 05/15/2014 13,863.00 801 -42- 2210 -361 05/14
LEAGUE 0 120331 46749 1 Invoi EXCESS LIABILITY INS 4/14 -4/1 05/15/2014 05/15/2014 2,092.00 801 -42- 2210 -361 05/14
Total 120331 LEAGUE OF MN CITIES INS TRUST: 15,955.00
120450 CITY OF LINO LAKES
CITY OF LI 120450 051514 1 Invoi MARCH SALARIES 05/15/2014 05/15/2014 17,268.96 801 -42- 2210 -101 05/14
CITY OF LI 120450 051514 2 Invoi MARCH EMS COORDINATOR 05/15/2014 05/15/2014 1,306.50 801 -42- 2210 -113 05/14
CITY OF LI 120450 051514 3 Invoi MARCH PAYROLL TAXES 05/15/2014 05/15/2014 3,062.66 801 -42- 2210 -120 05/14
CITY OF LI 120450 051514 4 Invoi MARCH INS 05/15/2014 05/15/2014 2,495.12 801 -42- 2210 -130 05/14
CITY OF LI 120450 051514 5 Invoi MARCH FUEL 05/15/2014 05/15/2014 1,198.99 801 -42- 2210 -212 05/14
CITY OF LI 120450 051514 6 Invoi MARCH FEMA- SALARIES 05/15/2014 05/15/2014 3,264.00 801 -42- 2350 -101 05/14
CITY OF LI 120450 051514 7 Invoi MARCH FEMA- PAYROLL TAXES 05/15/2014 05/15/2014 438.82 801 -42- 2350 -120 05/14
CITY OF LI 120450 051514 8 Invoi MARCH FEMA -INS 05/15/2014 05/15/2014 1,021.77 801 -42- 2350 -130 05/14
CITY OF LI 120450 051514 9 Invoi APRIL SALARIES 05/15/2014 05/15/2014 17,268.96 801 -42- 2210 -101 05/14
CITY OF LI 120450 051514 10 Invoi APRIL OVERTIME 05/15/2014 05/15/2014 70.65 801 -42- 2210 -103 05/14
CITY OF LI 120450 051514 11 Invoi APRIL EMS COORDINATOR 05/15/2014 05/15/2014 1,189.50 801 -42- 2210 -113 05/14
CITY OF LI 120450 051514 12 Invoi APRIL PAYROLL TAXES 05/15/2014 05/15/2014 3,057.05 801 -42- 2210 -120 05/14
CITY OF LI 120450 051514 13 Invoi APRIL INS 05/15/2014 05/15/2014 2,495.10 801 -42- 2210 -130 05/14
CITY OF LI 120450 051514 14 Invoi APRIL FUEL 05/15/2014 05/15/2014 827.94 801 -42- 2210 -212 05/14
CITY OF LI 120450 051514 15 Invoi APRIL FEMA - SALARIES 05/15/2014 05/15/2014 3,264.00 801 -42- 2350 -101 05/14
CITY OF LI 120450 051514 16 Invoi APRIL FEMA- PAYROLL TAXES 05/15/2014 05/15/2014 438.82 801 -42- 2350 -120 05/14
CITY OF LI 120450 051514 17 Invoi APRIL FEMA - INSURANCE 05/15/2014 05/15/2014 1,021.77 801 -42- 2350 -130 05/14
Total 120450 CITY OF LINO LAKES: 59,690.61
130450 METRO CHIEF FIRE OFFICERS ASSN
METRO CH 130450 051514 1 Invoi 2014 MEMBERSHIP DUES 05/15/2014 05/15/2014 100.00 801 -42- 2210 -433 05/14
Total 130450 METRO CHIEF FIRE OFFICERS ASSN: 100.00
160050 PAETEC
PAETEC
160050 57280554 1 Invoi PHONES STATION 2
05/15/2014 05/15/2014 159.93 801 -42- 2210 -321 05/14
Total 160050 PAETEC: 159.93
160493 PREMIUM WATERS, INC
PREMIUM 160493 625346 -04 1 Invoi BOTTLED WATER 05/15/2014 05/15/2014 11.14 801 -42- 2210 -201 05/14
Total 160493 PREMIUM WATERS, INC: 11.14
180600 CITY OF ROSEVILLE
CITY OF R 180600 0218699 1 Invoi MAY JPA MIS 05/15/2014 05/15/2014 988.00 801 -42- 2210 -320 05/14
CITY OF R 180600 0218719 1 Invoi MAY PHONE 05/15/2014 05/15/2014 224.40 801 -42- 2210 -321 05/14
CITY OF R 180600 0218719 2 Invoi SALES TAX JAN -MAY 05/15/2014 05/15/2014 57.40- 801 -21800 05/14
Total 180600 CITY OF ROSEVILLE: 1,155.00
190075 SHI INTERNATIONAL CORP
SHI INTER 190075 B0195537
1 Invoi FEMA -ADMIN EXPENSE
05/15/2014 05/15/2014 259.71 801 -42- 2350 -201 05/14
CENTENNIAL FIRE DISTRICT
Invoice Register - Edit Report Page: 3
Input Dates: 5/3/2014 - 5/15/2014 May 15, 2014 04:07PM
Name Vendor Number Invoice Seq Type Description Invoice Date Payment Due Date Total Cost GL Account GL Period
Total 190075 SHI INTERNATIONAL CORP: 259.71
190820 BENJAMIN J. STEPAN
BENJAMIN 190820 051514 1 Invoi EMS INSTRUCTOR HOURS 05/15/2014 05/15/2014 301.50 801-42 -2210 -111 05/14
Total 190820 BENJAMIN J. STEPAN: 301.50
220200 VERIZON WIRELESS
VERIZON 220200 97247047 1 Invoi COMMUNICATIONS 05/15/2014 05/15/2014 105.82 801 -42- 2210 -321 05/14
Total 220200 VERIZON WIRELESS: 105.82
220250 VIKING TROPHIES, INC
VIKING TR 220250 116635 1 Invoi OFFICE SUPPLY 05/15/2014 05/15/2014 57.07 801 -42- 2210 -201 05/14
Total 220250 VIKING TROPHIES, INC: 57.07
240100 XCEL ENERGY
XCEL ENE 240100 051514 1 Invoi STATION 2 ELECTRIC 05/15/2014 05/15/2014 532.33 801 -42- 2210 -380 05/14
Total 240100 XCEL ENERGY: 532.33
Total 05/15/2014: 97,095.15
5/15/2014 GL Period Summary
GL Period Amount
05/14 97,095.15
Grand Totals: 97,095.15
Grand Totals: 97,095.15
Report GL Period Summary
GL Period Amount
05/14 97,095.15
Grand Totals: 97,095.15
Vendor number hash: 2805352
Vendor number hash - split: 5114958
Total number of invoices: 28
Total number of transactions: 48
CENTENNIAL FIRE DISTRICT
Invoice Register - Edit Report Page: 4
Input Dates: 5/3/2014 - 5/15/2014 May 15, 2014 04:07PM
Terms Description Invoice Amount Discount Amount Net Invoice Amount
Open Terms 97,095.15 .00 97,095.15
Grand Totals: 97,095.15 .00 97,095.15
CITY COUNCIL WORK SESSION May 5, 2014
DRAFT
1 CITY OF LINO LAKES
2 MINUTES
3
4 DATE : May 5, 2014
5 TIME STARTED : 6:10 p.m.
6 TIME ENDED : 9:15 p.m.
7 MEMBERS PRESENT : Council Member Stoesz, Kusterman,
8 Rafferty, Roeser and Mayor Reinert
9 MEMBERS ABSENT : None
10
11
12 Staff members present: Community Development Director Michael Grochala, Public
13 Safety Director John Swenson, Environmental Coordinator Marty Asleson; City Engineer
14 Jason Wedel; City Planner Katie Larsen; City Clerk Julie Bartell
15
16 2. Bee Ordinance — City Planner Larsen reviewed her report indicating that staff has
17 done research on the matter of bee regulations, as requested by the council at the last
18 work session. In looking at what other cities are doing, the regulations are pretty much
19 across the board. In attempting to further understand bee regulations, staff also met with
20 a staff person of the University of Minnesota who specifically deals with bees and came
21 to the conclusion again that regulations are varied. If the council would like to consider
22 a change to the city's regulations, that would involve an ordinance amendment and would
23 follow the established process of first review by the Planning and Zoning Board. She
24 reviewed the considerations of making a change as outlined in the staff report.
25
26 Mayor Reinert explained that the council received a request to look at the city's
27 regulations. Reviewing requests is what the council does and getting input is the process
28 they use. Now the council has heard about what other cities are doing as part of that
29 discussion. As he has personally considered the issue, he believes that regulations that
30 deal with the size of the property where bees are kept may not be quite right; rather he
31 thinks it should be more about distance from the hives to other property. In other words,
32 you should be able to draw a circle around the use and anything that falls into it would
33 require permission. If there's no property that isn't yours in that circle, then you're fine.
34 In his mind that eliminates the idea of a 25 foot setback.
35
36 Council Member Rafferty said he's been thinking about the concept of permission for this
37 type of use. He pointed out that any process involving permission should take into
38 consideration the fact that people can change their minds and /or move away. There has to
39 be a way to take permission back. Mayor Reinert explained, in previous discussions, the
40 council indicated that permissions would be required yearly.
41
42 Council Member Stoesz remarked that, as regulations are developed, he'd like to also see
43 consideration of allowing people whose property doesn't qualify to keep bees in a
44 common area such as the community gardens. Staff noted that could be a problem since
45 areas like the gardens don't offer any security to the property (bees) and also he wonders
1
CITY COUNCIL WORK SESSION May 5, 2014
DRAFT
46 if much of the reason that people keep bees isn't the pleasure they receive from watching
47 the bees on their own property.
48
49 Council Member Roeser said the discussion is now if the council wants to consider
50 changing the city regulations and, if so, how will public input be received in order to find
51 the best route on that process.
52
53 Mayor Reinert noted that discussion of this topic started as a resident request to change
54 the regulations. For that individual, it's pretty clear now that the regulations the council
55 would consider won't allow them to have the bees.
56
57 Comments were received from the audience.
58 Stillwater resident explained their regulations;
59 If you're allergic to bees, this is a big issues (very personal);
60 Twenty -five feet from property lines is not enough;
61 Mother who has an eight year old son who is a bee keeper; wouldn't allow it if it
62 were dangerous;
63 Concerned about grandchildren visiting;
64 Have lived near a farm that kept bees and experienced the bees moving to nearby
65 properties;
66 Beekeepers wear special suits; why is that if the bees don't sting?
67
68 The mayor indicated that discussion of the matter would continue at a future work
69 session.
70
71 1. Mattamy Homes Presentation - Rick Packer, a representative from Mattamy
72 Homes, gave a presentation on a mixed -use development proposal for 350+ acres in the
73 northeast area of the city. The area is guided per the comprehensive plan
74 for a mixed -use of low- medium density residential and commercial development. No
75 formal Land Use Application has been submitted by Mattamy Homes to the city at
76 this time but the developer wishes to present some general concepts and ideas to the city.
77
78 Council comments after the presentation included:
79 The commercial area seems forced — perhaps homes in that area would be better;
80 The proposed buffering (from I35E) is creative and positive;
81 Lot width as low as 50 feet is a concern;
82 Lot size overall seems small but more review of the project is acceptable.
83
84 Mr. Packer reviewed the process that the developer would like to see, with construction
85 beginning at the end of 2015.
86
87 Community Development Director Grochala reviewed the transportation aspects of the
88 area, noting that the highway interchange improvements are already in place. The
89 proposed road structure for this development would require a traffic review to confirm
90 information about traffic that was recently compiled in a traffic study.
2
CITY COUNCIL WORK SESSION May 5, 2014
DRAFT
91
92 The council will hear more about the development plans in the future.
93
94 5. Civil Complex Island Landscaping — Community Development Director Grochala
95 reviewed plans for the island located in front of the city hall complex. Staff has brought
96 forward plans based on the council's recent direction. They plan to total kill all native
97 landscape portions of the island, expose the existing trail, and reseed with Kentucky Blue
98 Grass. In the future staff is proposing to phase in flowering planting beds.
99
100 The council concurred with the plans as presented.
101
102 4. Street Reconstruction Plan — Community Development Director Grochala noted that
103 the council has forwarded two charter amendments to the Charter Commission.
104 Concurrent with the charter amendment review process staff has begun development of a
105 Street Reconstruction Plan, as presented in draft form in March. The draft plan proposes
106 a 5 -phase reconstruction project that addresses approximately 10 miles of city streets and
107 a timeline for phasing would be based on a financial analysis to determine the preferred
108 bond structure. Staff is working with WSB and Springsted Inc., to refine the plan to meet
109 statutory provisions. The Plan would allow the City to proceed with a project in 2015 in
110 the event that a charter amendment is not approved. However, as previously discussed,
111 the plan is 1) subject to a reverse referendum and 2) would need to be funded without
112 special assessments.
113
114 Mayor Reinert noted that the council is trying to go through the charter amendment
115 process to achieve a change but is also being responsible in planning what to do if that
116 doesn't happen.
117
118 Staff will proceed with their work on the Street Reconstruction Plan.
119
120 3. Park Board Appointment — City Clerk Bartell explained that there is one appointed
121 position remaining open on the City's Park Board. Staff has advertised for this position
122 and received one application.
123
124 The council will interview the applicant for the Park Board on either Monday, May 12 or
125 May 19, depending on the applicant's availability.
126
127 6. Bald Eagle Lake Dam Maintenance — Community Development Director Grochala
128 reviewed his written report. The City of Hugo has submitted a request for Lino Lakes to
129 provide financial assistance in their effort to maintain a very old dam that is in disrepair.
130 It is not clear what jurisdiction owns the dam but because it is located within their city,
131 Hugo has stepped forward as the responsible party. The collapse of the dam could lead to
132 a drop in water level, downstream flooding and property damage. While Hugo is
133 continuing to work on obtain funding for a permanent repair project, there is a need to
134 shore up the existing concrete weir as a preventative measure. The cost of this temporary
135 fix is estimated at $20,000. The Town of White Bear and the City of Centerville have
3
CITY COUNCIL WORK SESSION May 5, 2014
DRAFT
136 already pledged $2,500 each toward the work and staff is recommending that the City of
137 Lino Lakes contribute that amount as well.
138
139 Council Member Stoesz asked how many Lino Lakes homes would be impacted if the
140 dame were to fail. Mr. Grochala did not have that information but noted that staff is also
141 concerned about possible damage to the Otter Lake Road service road.
142
143 The council concurred with the recommended $2,500 contribution to the project.
144
145 7. Monthly Progress Report- Community Development Director Grochala
146 reviewed the items on the monthly report. Regarding the joint meeting with the advisory
147 boards, the council suggested the following for the agenda:
148
149 hear from the boards and committees;
150 update on the city council's work;
151 bringing the boards' vision to the council;
152 discussion of what pulls people to Lino Lakes
153
154 8. Review Regular Agenda — The agenda was reviewed and there were no changes.
155
156 The meeting was adjourned at 9:15 p.m.
157
158 These minutes were considered, corrected and approved at the regular Council meeting held on
159 May 27, 2014
160
161
162
163
164 Julianne Bartell, City Clerk Jeff Reinert, Mayor
165
4
COUNCIL MINUTES May 12, 2014
DRAFT
1 CITY OF LINO LAKES
2 MINUTES
3
4
5 DATE : May 12, 2014
6 TIME STARTED : 6:30 p.m.
7 TIME ENDED : 6:50 p.m.
8 MEMBERS PRESENT : Council Member Stoesz, Kusterman, Rafferty,
9 Roeser, and Mayor Reinert
10 MEMBERS ABSENT : none
11
12 Staff members present: Community Development Director Michael Grochala; Chief of Police John
13 Swenson; and City Clerk Julie Bartell
14
15 PUBLIC COMMENT
16
17 Melissa Maher, 6462 Fawn Lane, said she supports the concept of more urban agriculture and urged
18 the council to amend the city code to allow more flexibility for having chickens in the city.
19
20 Mr. Johnson 6602 East Shadow Lake Court, noted his concern about the number of potholes in the
21 city. The mayor noted that it's been a difficult year for holes and the city is working hard on patching
22 as well as working with Anoka County on roadway repairs.
23
24 SETTING THE AGENDA
25
26 The agenda was approved as presented.
27
28 CONSENT AGENDA
29
30 Council Member Roeser moved to approve the Consent Agenda, Items lA through 1I as presented.
31 Council Member Kusterman seconded the motion. Motion carried unanimously.
32
33 ITEM ACTION
34
35 Consideration of Expenditures:
36
37 May 12, 2014 (Check No. 97965 -
38 98029, $249,057.31) Approved
39
40 Centennial Fire District (Check No. 6371 — 6391,
41 $69,631) Approved
42
43 April 28, 2014 Council Work Session Minutes Approved
44
45 April 28, 2014 City Council Meeting Minutes Approved
1
COUNCIL MINUTES May 12, 2014
DRAFT
46
47 Resolution No. 14 -38, Approving Applications for
48 Temporary On -Sale Liquor, Cabaret and Exempt
49 Gambling for St. Joseph's Church Festival Approved
50
51 Resolution No. 14 -33, Peddler License for Big Bell
52 Ice Cream Approved
53
54 Resolution No. 14 -39, Peddler License for Better
55 Business Consultants Approved
56
57 Resolution No. 14 -40, Consumer Fireworks Permit
58 For Super Target Approved
59
60 April 28, 2014 Board of Appeal Minutes Approved
61
62 Resolution No. 14 -41, Preventive Maintenance
63 Contribution to City of Hugo for Otter Lake Dam Project Approved
64
65 FINANCE DEPARTMENT REPORT
66
67 There was no report from the Finance Department.
68
69 ADMINISTRATION DEPARTMENT REPORT
70
71 There was no report from the Administration Department.
72
73 PUBLIC SAFETY DEPARTMENT REPORT
74
75 4A) National Police Week Proclamation- Police Chief Swenson announced the arrival of the
76 annual National Police Week. He noted events for this year:
77 Law Enforcement United Bike Event — Officer Schirmers is participating in Washington
78 D.C.
79 Anoka County Law Enforcement Memorial Service
80 Minnesota Law Enforcement Memorial Service
81 Lino Lakes Police Department Open House
82
83 Mayor Reinert read a proclamation supporting and designating Police Week and Peace Officers'
84 Memorial Day in Lino Lakes. The mayor also noted his gratitude to the Lino Lakes Police
85 Department for their incredible work.
86
87 PUBLIC SERVICES DEPARTMENT REPORT
88
89 There was no report from the Public Services Department.
90
2
COUNCIL MINUTES May 12, 2014
DRAFT
91 COMMUNITY DEVELOPMENT DEPARTMENT REPORT
92
93 A) Second Reading of Ordinance No. 05 -14, Rezoning Property from R -Rural to R -1,
94 Single Family Residential for Talan Ridge — Community Development Director Michael Grochala
95 noted that this three -lot residential subdivision received preliminary plat approval as well as approval
96 of the first reading of Ordinance No. 05 -14 at a previous council meeting. Staff is now
97 recommending approval of the 2nd reading and adoption of Ordinance No. 05 -14.
98
99 Council Member Stoesz asked if there is any new information about drainage in the area of this
100 development and Mr. Grochala explained that staff has reviewed the site again and will be working
101 on ditch improvements as they are able to program them. The mayor noted that the residents in the
102 area have received a full report from the City Engineer on his findings of sufficient drainage and have
103 heard that the city will stand behind that information in the future.
104
105 Council Member Roeser moved to waive the full reading of Ordinance No. 05 -14. Council Member
106 Kusterman seconded the motion. Motion carried on a unanimous voice vote.
107
108 Council Member Roeser moved to approve the second reading and adoption of Ordinance No. 05 -14
109 as presented. Council Member Kusterman seconded the motion. Motion adopted: Yeas, 5; Nays
110 none.
111
112 UNFINISHED BUSINESS
113
114 There was no Unfinished Business.
115
116 NEW BUSINESS
117
118 There was no New Business.
119
120 COMMUNITY EVENTS
121
122 MONTHLY RECYCLE DAY will be held at Lino Park (7850 Lake Drive) on Saturday, May 17,
123 2014 from 10:00 a.m. to 2:00 p.m. See city website for a list of accepted items.
124
125 POLICE DEPARTMENT OPEN HOUSE AND BLOOD DRIVE will be held at 620 Town Center
126 Parkway on Saturday, May 17, 2014 from 11:00 a.m. to 3:00 p.m.
127
128 COMMUNITY CALENDAR
129
130
131
132
133
134
135
- Monday, May 19
▪ - Tuesday, May 27
▪ - Tuesday, May 27
Community Calendar — A Look Ahead
May 12, 2014 through May 27, 2014
6:30 pm, Community Room Jt. Mtg w /Advisory Bds
5:30 pm, Community Room Council Work Session
6:30 pm, Council Chambers City Council Meeting
3
COUNCIL MINUTES May 12, 2014
DRAFT
136 ADJOURN
137
138 There being no further business, Council Member Rafferty moved to adjourn at 6:50 p.m. Council
139 Member Stoesz seconded the motion. Motion carried unanimously.
140
141 These minutes were considered and approved at the regular Council Meeting, May 27, 2014.
142
143
144
145
146 Julianne Bartell, City Clerk Jeff Reinert, Mayor
147
4
CLOSED COUNCIL SESSION May 5, 2014
DRAFT
l
2 CITY OF LINO LAKES
3 MINUTES
4 CLOSED COUNCIL SESSION
5
6 DATE : May 5, 2014
7 TIME STARTED : 5:35 p.m.
8 TIME ENDED : 6:07 p.m.
9 MEMBERS PRESENT : Council Members Rafferty, Roeser,
10 Kusterman, Stoesz and Mayor Reinert
11 MEMBERS ABSENT : none
12
13 Staff present: Community Development Director Michael Grochala; City Attorney
14 Joseph Langel; City Clerk Julie Bartell
15
16 Mayor Reinert called the meeting to order at 5:35 p.m. in the Council Workroom at Lino
17 Lakes City Hall.
18
19 Council Member Stoesz moved that the meeting be closed. Council Member Rafferty
20 seconded the motion. Motion adopted upon a unanimous voice vote.
21
22 The meeting was conducted as a closed session of the city council pursuant to the Open
23 Meeting Law for the purpose of discussing the matter of Trehus v. City of Lino Lakes.
24 The meeting was not recorded (attorney client privileged).
25
26 The meeting was adjourned at 6:07 p.m.
27
28 These minutes were considered, corrected and approved at the regular Council meeting held on
29 May 27, 2014.
30
31
32
33
34 Julianne Bartell, City Clerk Jeff Reinert, Mayor
35
STAFF ORIGINATOR:
MEETING DATE:
TOPIC:
VOTE REQUIRED:
INTRODUCTION
CITY COUNCIL
AGENDA ITEM lE
Lisa Hogstad - Osterhues, Deputy City Clerk
May 27, 2014
Resolution No. 14 -42, Authorizing issuance
of a Special Event Permit for the Lino Lakes
YMCA Farmers Market
3/5
City Code Chapter 615 are the City's regulations regarding special events. The purpose of
these regulations is to ensure that public events in the City are conducted with sufficient
consideration given to public safety issues and to understand the need for city services. The
City charges a fee of $50 for special event permits but waives the fee for events sponsored by
non - profit groups.
BACKGROUND
The City has received an application from Nate Michalowski, Executive Director of Healthy
Living for the YMCA, to conduct a Farmer's Market in the City's Village Green Park. The
market would be open to the public on Thursdays from 3:00 p.m. until 7:00 p.m. from June 19
through October 9, 2014 with the exception of the July 3. The purpose of the market is to
provide fresh fruits, vegetables and other Minnesota items to the community and promote
healthy eating habits.
The YMCA has submitted detailed plans indicating how the market site would be set up and
maintained during operations, items that would be allowed for sale, site cleanup as well as
parking plans. They have submitted a site plan also containing additional details about the
parking and use of the park facility. These plans have been reviewed and approved by staff,
including the police and fire department.
RECOMMENDATION
The Lino Lakes YMCA application for a special event permit meets the requirements of the
city code and has not been found to present any safety concerns. Therefore, staff recommends
that the council approve Resolution No. 14 -42, Authorizing issuance of a Special Event Permit
for the Lino Lakes YMCA Farmers Market.
CITY OF LINO LAKES
RESOLUTION NO. 14 -42
APPROVING A SPECIAL EVENT PERMIT FOR THE LINO LAKES YMCA
FARMERS MARKET
WHEREAS, the Director of Healthy Living at the Lino Lakes YMCA has submitted an
application for a special event permit; and
WHEREAS, the YMCA wishes to establish a farmers market to be located at the City's
Village Green Park, near the YMCA facility; and
WHEREAS, the farmers market would be held every Thursday from June 19 to October
9, 2014 except for July 3, between the hours of 3:00 p.m. and 7:00 p.m.; and
WHEREAS, the YMCA has submitted detailed plans to set up and operate a farmers
market, including adequate parking plans; and
WHEREAS, city staff has reviewed the special event plans and have determined that
they meet the requirements of the City's ordinances;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Lino Lakes,
Minnesota:
That the City Council hereby authorizes the issuance of a Special Event Permit to the Lino Lakes
YMCA for Farmers Market to be held Thursdays, from June 19 through October 9, 2014 except
for July 3rd.
Adopted by the Council of the City of Lino Lakes this 27th day of May, 2014.
The motion for the adoption of the foregoing resolution was introduced by Council Member
and was duly seconded by Council Member and upon vote
being taken thereon, the following voted in favor thereof:
The following voted against same:
Jeff Reinert, Mayor
ATTEST:
Julianne Bartell, City Clerk
BOARD OF REVIEW MINUTES May 12, 2014
DRAFT
1 CITY OF LINO LAKES
2 MINUTES
3 BOARD OF APPEAL
4
5 DATE : May 12, 2014
6 TIME STARTED : 6:15 p.m.
7 TIME ENDED : 6:20 p.m.
8 MEMBERS PRESENT : Council Member Stoesz, Roeser, Rafferty,
9 Kusterman and Mayor Reinert
10 MEMBERS ABSENT : none
11
12 Staff members present: Community Development Director Michael Grochala; City Clerk Julie Bartell
13
14 Anoka County Staff present: Alex Guggenberger, Assessment Compliance Coordinator; Peggy
15 Nordrum, Appraiser.
16
17 Anoka County Assessment Compliance Coordinator Guggenberger recalled that the Board was
18 recessed on April 28, 2014 to allow for review of two properties where a reduction in valuation has
19 been requested. He reported that staff has reviewed the valuations for those properties and they are
20 now recommending reductions as indicated:
21
22 1036 Evergreen Trail (PIN 04- 31 -22 -13 -0011) - Valuation for taxes payable in 2015 reduced from
23 $227,400 to $200,200.
24
25 6910 Otter Lake Road (PIN 24- 31 -22 -43 -0006) — Valuation for taxes payable in 2015 reduced from
26 $607,500 to $594,000.
27
28 Council Member Rafferty moved to approve the reductions as recommended. Council Member
29 Stoesz seconded the motion. Motion carried on a unanimous voice vote.
30
31 ADJOURN
32
33 The meeting was adjourned at 6:20 p.m.
34
35 These minutes were considered and approved at the regular Council Meeting on May 27, 2014.
36
37
38 Julianne Bartell, City Clerk Jeff Reinert, Mayor
1
CITY COUNCIL
AGENDA ITEM 1G
STAFF ORIGINATOR: Lisa Hogstad - Osterhues, Deputy Clerk
MEETING DATE: May 27, 2014
TOPIC: Annual Advisory Board Appointments
VOTE REQUIRED: 3/5
INTRODUCTION
Each year, the City council appoints or reappoints citizens to serve on council advisory groups.
BACKGROUND
The city advertised for and received one application from an interested resident for the Park
Board. An interview of the candidate was conducted by the council and votes were cast and
tallied by staff with the following results:
Park and Recreation Board- 1 vacancies (1 term expires Dec. 31, 2016)
John Nordlund
RECOMMENDATION
Approve advisory board appointment as listed above.
CITY COUNCIL
AGENDA ITEM 3A
STAFF ORIGINATOR: Jeff Karlson
MEETING DATE: May 27, 2014
TOPIC: Fire Department Analysis
VOTE REQUIRED: 3/5
INTRODUCTION
Springsted, Inc. has completed the Fire Department Analysis and will present its findings at the
May 27 meeting. The project manager, Dave Unmacht, and the fire services consultant, Pat
Simpson, will be available by phone to summarize the report.
BACKGROUND
On March 10, 2014, the City Council authorized Springsted, Inc. to complete an analysis of
service delivery options for a municipal fire department. Springsted identified five specific
components to the scope of services:
1. Provide an overview of baseline fire service, including risk, demand, deployment, and
response time.
2. Identify different options and models for organizing a fire department.
3. Evaluate adding one facility with a preliminary location on Birch Street.
4. Develop a list of essential needs required to begin a new fire department.
5. Identify pros and cons of combining the police and fire department.
In their analysis, Springsted presented six options for providing fire service to the Lino Lakes
community. The fire committee is recommending that all but two options be eliminated,
including the option of staying with the Centennial Fire District, which has proven to be the most
difficult option given Centerville's and Circle Pines' reluctance to amend the governance
structure in the Joint Powers Agreement. The two most viable options are to create a new Lino
Lakes Fire Department or to incorporate fire services into the Public Safety Department.
Creating a new Lino Lakes Fire Department was the initial policy direction of the City Council
based on several assumptions that were made from the outset. Many of these assumptions were
confirmed in the Springsted report, which are as follows:
1. Lino Lakes is 70% of the Centennial Fire District's population and growing, while
Centerville and Circle Pines are mostly built out. This disparity will keep growing and
more of the service deliveries and fire safety issues will occur in Lino Lakes.
2. The new LLFD will need at least one new station on Birch Street to cover the southern
area of the city.
3. Annual operating costs for a new fire department with two stations would be
approximately the same as the current annual contribution to the Centennial Fire District.
Capital costs will be financed through bonds with a 15 -20 year repayment schedule.
4. A new fire station in the southern portion of the Lino Lakes would have been necessary
in the near future even if Lino Lakes stayed with the CFD, with Lino Lakes paying 100%
of the construction costs.
5. Creating a new LLFD will still necessitate entering into mutual aid agreements with other
municipal jurisdictions.
6. Startup costs for a new fire department consists of capital costs for construction of the
new station and purchase of fire apparatus, in addition to the costs of recruiting, training,
and outfitting new personnel.
A preliminary cost assessment for a new fire department is included in Springsted's report.
Their cost projections for operations, apparatus, training, and turnout gear are generally worse
case scenarios and the actual costs will likely be much less, especially given that Lino Lakes will
acquire 68% of the District's equipment assets and retain current CFD fire personnel.
Because of the two -year transition timeline from the date the withdrawal notice was given to the
Centennial Fire District (January 28, 2014), it is critical that the Council act quickly on a
decision to move this forward.
As noted earlier, the fire committee reviewed the options in the report and recommends that the
Council strongly consider incorporating fire operations into the Public Safety Department. The
pros and cons of a combined police and fire department model are identified in the report. Also
included in the report is a conceptual organizational structure with two career deputy directors,
one for police operations and one for fire operations. Both would report to the Public Safety
Director.
If the Council agrees that the City should move forward to Phase II of the fire department
analysis, the next step would be to authorize staff to move forward with implementation of the
preferred option, which is to combine police and fire operations into a Public Safety Department.
Implementation would include the following:
1. Contact architectural firms to begin the process of site location and building design for
the new fire station.
2. Contract with consultants who can assist the City in developing a business model that
includes capital, staffing and personnel, operational and facility needs.
3. Begin recruiting and training efforts for new fire personnel.
4. Develop a thorough and easily understandable phasing plan that addresses all aspects
within the analysis and any other issues that come up during the implementation phase.
5. Create job descriptions for new personnel and conduct a compensation study.
6. Hire personnel to expedite the implementation of fire operations in the Public Safety
Department.
7. Establish a fire relief pension fund that will attract new recruits and current CFD
firefighters.
RECOMMENDATION
Direct staff to proceed with Phase II of the fire department analysis, which would incorporate
fire services in the Public Safety Department.
City of Lino Lakes, Minnesota
Fire Department Analysis
David Unmacht and Pat Simpson
Springsted Incorporated
May 27, 2014
Table of Contents
I. The Fire Study 2
II. The Study Process 2
III. Overview of Baseline Fire Service (Risk Demand, Deployment and Response Time) 3
Centennial Fire District (CFD) 3
Personnel and Staffing 4
Risk, Demand, Deployment 5
Population Growth and Development 5
Incident Type Trends 8
Geospatial Mapping of Fire and EMS Demand 9
Total Response Time Analysis 12
Station Location Analysis 13
IV. Identify Different Options and Models for Organizing a Fire Department 16
Option 1 - Stay with current Fire Protection District 17
Option 2 - Create a new Lino Lakes Fire Department (LLFD) 17
Option 3 - Contract for fire services with another fire department(s) 18
Option 4 Establish a new District with additional jurisdictions 18
Option 5 - New city department and contract for services with Centerville and Circle Pines 21
Option 6 - Create a Public Safety Department combining Police and Fire functions 21
V. Evaluate Adding One Facility with a Preliminary Location on Birch Street 24
Recommended Lino Lakes Birch Street Station 24
VI. Develop a List of Essential Requirements to Begin a New Fire Department 27
National Standards for Fire Suppression 27
OSHA Regulations 28
Insurance Services Office (ISO) 29
Lino Lakes Fire Department Equipment Needs 29
Preliminary Cost Assessment 29
Volunteer Recruitment and Retention 32
APPENDIX A 35
Lino Lakes, Minnesota - Fire Department Analysis Page 1
I. The Fire Study
The City of Lino Lakes is exploring options to initiate a municipal fire department. To assist in this
process they contracted with Springsted Incorporated to complete a high level analysis of service delivery
options. The purpose of this study is to provide information to the City and to provide policy guidance for
the City Council. There are five specific components to the scope of services:
1. Provide an overview of baseline fire service including risk, demand, deployment
and response time.
2. Identify different options and models for organizing a fire department.
3. Evaluate adding one - facility with a preliminary location on Birch Street.
4. Develop a list of essential needs required to begin a new Fire Department.
5. Identify pros and cons of combining the police and fire department.
This study was initiated by the City for governance, policy and financial considerations. This is not a
program evaluation or study of the performance of the Centennial Fire District. Testimony indicated that
the Fire District was providing very good service; however, in recent months the City was involved in
discussions on broader, more policy -based concerns. In order to ensure a thorough analysis, we created
our draft report with sections that define each of the five individual components of this scope of services.
During the course of the study, we determined that the discussion of a combined fire /police structure was
more appropriately included with the other options and models for organizing a fire department. That
discussion was moved accordingly, leaving four distinct sections in the report which cover the first four
points listed above.
The City Council encouraged the consultants to use the expertise and experience of the city staff and they
have been involved in the discussion, analysis and development of the concepts and ideas contained in the
report. The City Council is also studying the fire pension plan as a complement component to the baseline
fire analysis.
II. The Study Process
To date, the study process involved the following 12 steps:
1. Individual interviews with the Mayor and each City Council member
2. Interviews with the Police Chief, City Administrator and Community Development Director
3. Interviews with the Fire Chief, Fire Department command staff, and Firefighters
4. Interviews with the City Administrators in Circle Pines and Centerville and the Anoka County
911 Director
5. General interview with a metropolitan Fire Chief and official with the Minnesota Fire Chiefs
Association
6. Tour and drive through the community
7. Review and evaluation of existing fire department data
8. Preparation of Working Notes for City Staff briefing held on April 16
9. Develop Draft Fire Study Analysis
10. Present Draft Fire Study Analysis to City officials on May 15
11. Prepare Fire Department Analysis
12. Present the Fire Department Analysis to the City Council on May 27
Lino Lakes, Minnesota - Fire Department Analysis Page 2
III. Overview of Baseline Fire Service (Risk Demand, Deployment and Response Time)
On May 11, 1955, the Village of Lino Lakes was incorporated. It covered the original Centerville
Township, with the exception of the Village of Centerville and the Village of Circle Pines, and was
comprised of 21,000 acres of land and 1,800 citizens. In 1972, the State Legislature passed a law
changing all Minnesota villages to cities, hence Lino Lakes' current status.
Fire protection in Centerville Township began in the Village of Centerville and in the Village of Circle
Pines. Before 1955, the Township received fire services from Circle Pines in the west and Centerville in
the east. After incorporation of the Village of Lino Lakes, the fire services continued with the Centerville
Fire Department, which covered Centerville and the eastern portion of Lino Lakes; the Circle Pines Fire
Department, which covered Circle Pines; and the Lexington Fire Department, which covered the western
portion of Lino Lakes. The Centennial Fire District was formed in 1985 with a joint powers agreement
between the cities of Centerville, Circle Pines and Lino Lakes. The existing fire departments from Circle
Pines and Centerville were combined into the fire district as a starting point.
The existing stations in Centerville and Circle Pines were used as Centennial stations, and in 1987, a Lino
Lakes station was opened in an existing structure.
In 1990, the fire district began upgrading its equipment and facilities. A new Lino Lakes fire station was
built in 1991, a Centerville fire station/city hall was built in 1992, and a new Circle Pines fire station was
built in 1999. The district's equipment was also upgraded during this time, with major upgrades including
the following:
1990: Two new rescue units replaced three existing units.
1992: Two new tankers replaced 1956, 1962 and 1969 units. The chassis for these tankers were
purchased with donations.
1993: Two new light rescues were received. One of the light rescues was purchased with
donations.
1994: Three new grass units replaced 1953, 1954 and 1974 units.
1996: A new pumper replaced a 1975 unit.
1997: A new light rescue unit replaced a heavier 1990 unit.
2000: A new pumper with ladder replaced a 1976 pumper. A new six wheel ATV replaced a
1965 tracked unit.
2001: A pumper replaced a 1983 pumper.
The Centennial Fire District (CFD) currently has 60 personnel in three stations, responding to about 1,000
calls for service annually. The 2014 budget is $869,447. The capital costs for buildings are not included
in the CFD budget. The CFD provides service to 29,528 residents based on 2012 population estimates
from the Census Bureau. This equates to a gross cost per resident served of $29.44, while staffing at 2.03
firefighters per thousand population.
Centennial Fire District (CFD)
The Centennial Fire District was created in 1985 as a joint powers agreement of Lino Lakes, Circle Pines,
and Centerville; it superseded the old contracted services agreement between Lino Lakes which had no
Lino Lakes, Minnesota - Fire Department Analysis Page 3
fire department; and Circle Pines and Centerville which had long - established fire departments. The joint
powers agreement was substantially revised in 1990, making several significant changes, including a
funding formula for jurisdictions; a capital equipment fund; a steering committee to oversee governance;
and selection of a career fire chief to administer the department. Under the agreement, each city is
responsible for building its own facilities.
Personnel and Staffing
CFD currently has 60 members, including a career Fire Chief, two Fire Technicians, and one specialist in
recruitment and retention. (The Fire Chief recently resigned and accepted a new position; the CFD is now
in a period of transition at the Chief level.) A copy of the present organizational chart is included in
Appendix A. The Department provides emergency response to fires, medical calls, and specialized
tactical rescue incidents. Additionally the Department has a full spectrum of fire prevention and public
fire safety education services.
CFD operates from three stations located strategically across the service area. Station #1 is located in
Circle Pines at 2 East Road; Station #2 is located in Lino Lakes at 7741 Lake Drive; and Station #3 is
located in Centerville at 1880 Main Street. All stations are 20 to 25 years old with masonry construction.
Each is a 3 -bay drive - through design with adequate space for operations. The stations are located in the
northwestern, east, and southwestern areas of the district. Each station contains an engine, rescue, and
grass unit. Additionally, Station #2 has a quint which provides aerial capabilities in addition to engine
function. Stations #2 and #3 each have tankers for water in non - hydranted areas. Station #1 also has a
command/service unit. This resource allocation has equipment evenly distributed among the stations.
The Department apparatus includes:
Station #1 E -11 1,250 gpm pumper
R -11 Ford heavy duty pickup with cover
G -11 Grass unit with 30 gallons of water
U -12 Command/service unit
U -14 Polaris 6x6 ATV
Station #2
Station #3
A -21 65 foot quint with 1,500 gpm pump
R -21 Ford heavy duty pickup with cover
T -21 1,800 gallon tanker with 250 gpm pump
G -21 4x4 grass unit with 115 gallons of water
Car#1 Ford Explorer Chief's unit
E -31 1250 gpm pumper
R -31 Ford heavy duty pickup with cover
T -31 1,800 gallon tanker with 250 gpm pumper
G -31 4x4 grass unit with 115 gallons of water
Stations and apparatus are in good repair and well maintained. The District has an apparatus replacement
schedule and sets aside capital funds for this need.
Lino Lakes, Minnesota - Fire Department Analysis Page 4
Risk, Demand, Deployment
The District is a suburban community with a population density of approximately 800 citizens per square
mile. Most of the jurisdiction is residential area with pockets of commercial development. There are no
large hazardous material generation facilities and manufacturing is mostly light use. The main risk to the
community is the two interstates I -35E and I -35W which run along the eastern and western edges of the
city and the number of lakes and wetland areas. Hazardous material moving by truck presents constant
risk to the community on these two interstates and recreational uses of the lakes do present medical
emergencies and incidents.
Current emergency calls for the district are about 1,000 per year including fire, rescue, and several types
of other emergent calls. From department data it appears that almost 75% of calls are EMS calls which
would equate to about two calls per day. Fires, alarms, good intent, hazardous situations and weather
related calls add less than one (0.8) calls per day.
The only area of deployment which presents concern is the southern part of Lino Lakes, which is
separated by lakes and few direct roads. This area has numerous developments which also contain cul -de-
sacs and dead end streets, which severely impede emergency response. Also the area east on I -35E has
access issues since some locations can only be reached by going several miles out of the way to get across
the interstate.
Population Growth and Development
The District's population has experienced steady growth over the past 25 years, with most of that growth
occurring in Lino Lakes. The CFD's total population was approximately 15,250 in the 1990 Census,
growing to 24,900 in the 2000 Census. The population has continued to rise, reaching nearly 29,000 in
the 2010 Census, and over 29,500 in 2012. Forecasts from the Metropolitan Council estimate the
District's population will be more than 35,000 by 2020 and over 40,000 by 2030.
During this period, Lino Lakes saw the majority share of population growth. The city grew from 8,839 in
the 1990 Census, to 16,985 in 2000, an increase of 92 %. The city grew another 19% over the next
decade, reaching a population of 20,263 in the 2010 Census. This rapid growth has meant that Lino
Lakes' proportion of CFD's total population has increased. In 1990, Lino Lakes represented 58% of the
District's population. By 2000, the proportion had risen to 68 %. The city currently represents about 70%
of the District's total population, and will be more than 75% according to the 2030 forecast.
Figure 1 shows the population growth in the Centennial Fire District since 1990, as well as the
Metropolitan Council's forecasts through 2030.
Lino Lakes, Minnesota — Fire Department Analysis Page 5
Figure 1: Actual (solid) and Projected (starred) Population, 1990 -2030
Population Trends
40,000
30,000
20,000
10,000
0
435 cg) ti175°) 0?) "°'�� yCP 16`) IN 6) Os' o'�'�oyo ti °��
r Centerville • Circle Pines ® Lino Lakes * Projected
Source: U.S. Census Bureau and Met Council Forecasts
Figure 2 shows us the District's population density (compiled using 2010 United States Census data). The
map shows that Lino Lakes, unlike most other cities (which usually have very homogeneous population
densities), has a large spectrum of population densities ranging from rural to metropolitan.' The key to
providing good fire service is to make sure that apparatus deployment is tailored to these differences in
population density. Generally, the area west of Interstate 35 is "urban" in nature and well covered by
Station 2 (Lino Lakes station). Southern Lino Lakes is disconnected from the north portion of Lino Lakes
by the Rice Creek Chain of Lakes Regional Park Reserve which runs through the city. Southern Lino
Lakes has a combination of suburban, urban, and metropolitan areas. The eastern side of southern Lino
Lakes, right on the border with Circle Pines, has an urban population density. The neighborhood around
Birchwood Acres Park is metropolitan, and areas further south and east of this area are suburban.
Suburban population density in southern Lino Lakes stretches all the way east to Centerville Road.
Although these "suburban" areas are, currently, not as populated as neighborhoods in northwest Lino
Lakes, this is expected to change over time with continuing development. The Lino Lakes
Comprehensive Plan forecasts that southern Lino Lakes will eventually be as populated as the northwest.
1 The term "metropolitan" may be a bit misleading, because a population density of 3,000 people per square mile is
not typically thought of as metropolitan, but this is how the National Fire Protection Association defines population
density and makes response time recommendations accordingly.
Lino Lakes, Minnesota - Fire Department Analysis Page 6
Figure 2: Population Density, Census 2010
Map Key
r - - - --t
Lino Lakes City Limits
CFD Fire Stations
Population (Census 2010)
Rural (less than 500 per sq mi)
Suburban (500 - 1,000 per sq mi)
Urban (1,000 - 2,000 per sq mi)
- Metropolitan (aver 3,000 per sq mi)
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Lino Lakes, Minnesota - Fire Department Analysis
Page 7
Incident Type Trends
Figure 3 shows incident type trends over the last four years. In this analysis, we are only looking at
incidents that occurred in Lino Lakes, rather than the entire Centennial Fire District. Ideally, we would
have had more years of data to analyze. This would have given us a more concrete look at incident trends
(more than four data points are desirable for determining trends). However, this figure does provide some
level of insight with regard to emergency services demand and incident type trends. EMS incidents
account for the vast majority of incidents. In 2012, for unknown reasons, there was a relatively large
spike in EMS calls within Lino Lakes.2 In that same year, there was an associated fall in "other" calls. It
may be that some form of reporting issue or change in National Fire Incident Reporting System (NFIRS)
coding scheme caused this result. Over the last four years, fire incidents held steady.
Figure 3: Incident Type Trends by Year, 2010 -2013
367 EMS
EMS 378
194 Other
Other 186
FE9 20 20 Fria
2010 2477 2012 2013
2 This spike was not found when analyzing data for all of the Centennial Fire District.
Lino Lakes, Minnesota - Fire Department Analysis Page 8
Geospatial Mapping of Fire and EMS Demand
This section maps out fire and EMS incident densities using GIS software. This allows us to pinpoint
high- demand areas (or hotspots). As opposed to the incident type trend analysis above, which was
limited strictly to calls within Lino Lakes, this hotspot analysis includes data from all CFD incidents.
Figure 4: Fire Incident Density, 2010 -2013
Map Key
Lino Lakes City Limits
CFD Fire Stations
Fire Incidents, 2010 -2013
0- 5 per sgmi
®6- 10 per sq mi
11- 15 per sgmi
16 - 20 per sq mi
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Lino Lakes, Minnesota — Fire Department Analysis Page 9
The fire incident density map includes all incidents classified as a fire within the NFIRS database (based
on fire department reports of the incident). This includes structure fires, vehicle fires, and outside fires.
Based on the fire density map, we identified hotspots located in the following areas:
• Area around Town Center Parkway (YMCA, Lino Lakes Assisted Living)
• Area around intersection of Lake Drive and Pine Drive (in Circle Pines)
• Lexington Park Area (in Circle Pines)
• Main Street between 20th Ave N and 21St Ave N (in Centerville)
All of these hotspots are within close reach of a current fire station. In terms of fire density specifically in
Lino Lakes, the area around Town Center Parkway is the only significant fire hotspot. The rest of the
hotspots are found outside the of the Lino Lakes city limits, in either Circle Pines or Centerville.
EMS incident density, as shown in Figure 5 on the following page, is typically very closely related to
both fire density and population density. The EMS density map shows that EMS hotspots exist in all of
the locations where fire hotspots were found, but that the EMS hotspots are all slightly larger in size. It is
apparent that high EMS density extends all along Interstate 35 from Station 1 (Circle Pines) all the way to
Station 2 (Lino Lakes). In addition, there are some EMS hotspots in areas where there are higher
population densities. The population density map shown earlier showed a significant population density
in the neighborhood around Birchwood Acres Park. We expected to find and did find high EMS demand
in this area. Using the EMS incident density map, we identified the following EMS hotspot areas:
• Interstate 35 from Station 1 to Station 2
• Neighborhood around Birchwood Acres Park
• Main Street between 20th Ave N and 21st Ave N (Centerville)
The only hotspot not easily reachable from a CFD fire station is the southern portion of Lino Lakes. There
is a significant EMS hotspot in the area around Birchwood Acres Park and smaller hotspots along Birch
Street going east.
Lino Lakes, Minnesota - Fire Department Analysis Page 10
Figure 5: EMS Incident Density, 2010 -2013
Map Key
____11 Lino Lakes City Limits
CFD Fire Stations
EMS Incidents, 2010 -2013
0 - 50 per sq mi
51 - 100 per sgmi
101 -150 per sgmi
151- 200 per sgmi
over 200 per sq mi
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Lino Lakes, Minnesota - Fire Department Analysis
Page 11
Total Response Time Analysis
Although we wanted to evaluate all of the response time segments for this study (call - processing, turnout,
travel, and total response time), data limitations meant that we were only able to analyze total response
time. Total response (or reflex time) is the most important time segment, because it combines all of the
individual time segments and is one of the primary measures by which the public evaluates the
effectiveness of fire and EMS service.
The NFPA describes total response time as including three phases: "Phase One — Alarm Handling Time;
Phase Two — Turnout Time and Travel Time; and Phase Three — Initiating Action/Intervention Time."
According to NFPA 1720, rural areas should have a total response time (dispatch to unit arrival) of less
than 14 minutes, the suburban areas less than 10 minutes, and the urban and metropolitan areas less than 9
minutes. Because Lino Lakes has areas that fall into different population density classifications, and thus
have different NFPA 1720 response time standards, it would have been ideal to analyze response times by
the different planning areas. This would allow us to judge how well different parts of Lino Lakes are
meeting the NFPA 1720 standard. At the moment, we do not have the necessary planning area shapefile
to do this analysis, but can update this analysis if this shapefile is provided. A shapefile is a popular
geospatial vector data format for geographic information system (GIS) software.
Figure 6 shows the total response time for the first - arriving unit by hour of the day, and Table 1 shows the
total response time for the first- arriving unit by incident type. The total response time for EMS incidents
was 10:07, which is excellent for rural responses, acceptable for urban and suburban responses, and sub-
par for metropolitan responses. Fire and special- operations incidents had a slightly slower response time
of 11:00, which is acceptable for rural responses, but on the slow side for areas of higher population
density. Again, this analysis could be more targeted to different areas of the city if a planning area
shapefile is provided.
Figure 6. Total Response Time (First- Arriving Unit) by Hour of the Day, 2010 -2013
14.00
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Hour of Day
Lino Lakes, Minnesota — Fire Department Analysis Page 12
Table 1. Total Response Time (First - Arriving Unit) by Incident Type, 2010 -2013
Station Location Analysis
In this section, we present an analysis of fire station locations using Geographic Information System
(GIS) software (ArcGIS 10).
Figure 7 shows the theoretical travel time from the three current CFD fire stations. Areas in dark green
can theoretically be reached in six minutes; light green areas in nine minutes; and areas in gray can be
reached in 14 minutes. According to NFPA 1720, rural areas should have a total response time (dispatch
to unit arrival) of less than 14 minutes, the suburban areas less than 10 minutes, and the urban and
metropolitan areas less than 9 minutes. Assuming four minutes for volunteers to respond to the station
and turnout, travel times should be around 10, 6, and 5- minutes for rural, suburban, and urban areas
respectively.
Metropolitan Areas — The metropolitan area in southeast Lino Lakes is not adequately covered from the
Circle Pines station within the necessary 5- minute travel time. Travel times are likely closer to 7 minutes
for this area.
Urban Areas — Most of the urban northwest is appropriately covered with a 5- minute drive time. There is
a very small area in the very northwest that may take a little longer to reach, but the standard allows 20
percent of calls to exceed the response time standard. Because most of the areas of highest demand in
northwest Lino Lakes are near Station 1, Lino Lakes likely is meeting the NFPA 1720 standard for this
part of the city. There is also another "urban" area in the very southwest portion of Lino Lakes. This area
is adequately covered from the Circle Pines station.
Suburban Areas — Particularly problematic is the southern suburban area within Lino Lakes. Although a
6- minute travel time (assuming a 4- minute turnout time) is recommended by NFPA 1720 for this area
based on population density, it is clear that this travel time cannot be achieved with the current fire station
configuration. Travel times to this area are shown in gray, indicating travel times of 9 to 14 minutes can
be expected.
Lino Lakes, Minnesota — Fire Department Analysis Page 13
Average
80th Percentile
90th Percentile
Emergency Medical Service
7:48
10:07
11:56
Fire & Special Operations
8:10
11:00
12:07
(all)
7:50
10:10
12:00
Station Location Analysis
In this section, we present an analysis of fire station locations using Geographic Information System
(GIS) software (ArcGIS 10).
Figure 7 shows the theoretical travel time from the three current CFD fire stations. Areas in dark green
can theoretically be reached in six minutes; light green areas in nine minutes; and areas in gray can be
reached in 14 minutes. According to NFPA 1720, rural areas should have a total response time (dispatch
to unit arrival) of less than 14 minutes, the suburban areas less than 10 minutes, and the urban and
metropolitan areas less than 9 minutes. Assuming four minutes for volunteers to respond to the station
and turnout, travel times should be around 10, 6, and 5- minutes for rural, suburban, and urban areas
respectively.
Metropolitan Areas — The metropolitan area in southeast Lino Lakes is not adequately covered from the
Circle Pines station within the necessary 5- minute travel time. Travel times are likely closer to 7 minutes
for this area.
Urban Areas — Most of the urban northwest is appropriately covered with a 5- minute drive time. There is
a very small area in the very northwest that may take a little longer to reach, but the standard allows 20
percent of calls to exceed the response time standard. Because most of the areas of highest demand in
northwest Lino Lakes are near Station 1, Lino Lakes likely is meeting the NFPA 1720 standard for this
part of the city. There is also another "urban" area in the very southwest portion of Lino Lakes. This area
is adequately covered from the Circle Pines station.
Suburban Areas — Particularly problematic is the southern suburban area within Lino Lakes. Although a
6- minute travel time (assuming a 4- minute turnout time) is recommended by NFPA 1720 for this area
based on population density, it is clear that this travel time cannot be achieved with the current fire station
configuration. Travel times to this area are shown in gray, indicating travel times of 9 to 14 minutes can
be expected.
Lino Lakes, Minnesota — Fire Department Analysis Page 13
Figure 7: Drive Time from Current CFD Station Layout
Map Key
r - - - --1
— —_i Lino Lakes City Limits
CFD Fire Stations
Drive Times
0-6 Minutes
6-9 Minutes
9-14 Minutes
14+ Minutes
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Lino Lakes, Minnesota - Fire Department Analysis
Page 14
Figure 8 shows travel time from only the Lino Lakes station. This map shows that, without building a
southern Lino Lakes station or continuing to receive responses from the Circle Pines station, there is
almost no coverage for southern Lino Lakes. A single Lino Lakes station serving the whole city would
provide significantly less coverage than the current Centennial Fire District status quo.
Figure 8: Drive Time from Lino Lakes Station Only
Map Key
Lino Lakes City Limits
40 Lino Lakes Fire Station
Drive Times
0 -6 Minutes
6 -9 Minutes
9 -14 Minutes
14+ Minutes
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Lino Lakes, Minnesota - Fire Department Analysis
Page 15
IV. Identify Different Options and Models for Organizing a Fire Department
In January of 2014, the City of Lino Lakes withdrew from the Centennial Fire District. The details of the
withdrawal process are a work in progress and include a two -year transition timeline.
It is important to note in this analysis that regardless of the option selected by the City, fire service is
becoming more and more collaborative and Lino Lakes will want to partner with other fire service
agencies to provide successful fire service to the community In our analysis, we believe there are six
distinct options for providing fire service to the Lino Lakes community. They are, in no particular order:
1. Stay with current Fire Protection District
2. Create a new Lino Lakes Fire Department
3. Contract for fire service with another department(s)
4. Establish a new district with additional jurisdictions
5. New city department but contract services with Centerville and Circle Pines
6. Create a Public Safety Department combining Police and Fire functions
In practice, organizational leaders design or redesign their organizational structure to increase
coordination and integration of services, to combine similar functions, and/or to alter the present span of
control environment. Cost savings can be an important outcome, but should not be the sole determinant
or consideration. It is also very important to note that in some instances, there may be an up -front
investment of resources required to create or change a structure; this is clearly the case with starting a new
fire department. Each of these considerations - and more - should be included in any deliberations on the
structure of a department or an organization.
Previous experiences in reorganization efforts have identified five specific rationales for when
reorganization may be a positive outcome:
• To improve integration and coordination of work in units that share functional areas.
• To rectify situations where span of control is spread too thin and not efficient.
• To provide focus on organizational and strategic issues.
• To repair existing structures which do not meet current expectations, standards or trends.
• To enhance the level of organizational consistency in policy, operations and culture.
Similarly, we identify five pitfalls to avoid in a potential reorganization:
• Reorganizing around current personalities.
• Reorganizing out of convenience, as opposed to logic and anticipated outcomes.
• Reorganizing around historical conflicts or problems.
• Reorganizing to consolidate control and power (or to take it away).
• Reorganizing believing that restructuring by itself will fix all organizational issues.
Catalysts to changing structures often come in several forms: a change in personnel (generally when a top
administrator leaves or retires); a facility /space change (a new or renovated building); a change in policy
from the City Council; and /or a change in client service philosophy (a city seeks to gain efficiencies
through integration and improved client coordination and access to services). It is not uncommon for
local governments to have several motivations at work at the same time.
Lino Lakes, Minnesota - Fire Department Analysis Page 16
Option 1- Stay with current Fire Protection District
This option is certainly the simplest and at the same time the most difficult option for Lino Lakes. The
current District governing system is a 25- year -old document designed when individual community
demographics and populations were similar. Today, Lino Lakes is 70% of the district's population and
growing, while Centerville and Circle Pines are mostly built out. This means the disparity will keep
growing and more of the service deliveries and fire safety issues will happen in Lino Lakes.
Currently, the joint power agreement has the Steering Committee as the main administrative body of the
district, providing each jurisdiction with an equal representation and thus equal vote in policy matters of
the district. This process has been unchanged since 1990, while the district has grown and matured for a
quarter of a century.
In discussions with officials from all three cities, it was the consensus that it is time to open up the entire
Joint Powers Agreement and build something which will work for today and the next 20 years. Not only
should representation and voting be reworked, but the funding formula, human resources, accounting
processes, and departmental operational guidelines should be updated and reviewed regularly to keep
current with District and member city goals and objectives.
The Springsted team believes that the current Centennial Fire District can be improved and could work
for years to come, but today it appears that this will require the use of a very experienced dispute
resolution professional to get to the root of many issues and find, if not common ground, ways to build
consensus. This process will likely require several joint jurisdictional sessions as well as individual
meetings between the resolution specialist and each city. Also, once revised and approved the document
should be opened and discussed at least every other year to identify areas of concern and address the
issues before they become problems.
An important point of consideration is that if the CFD joint powers agreement were amended and
updated, it would remain a priority to build a fourth station in the southern part of Lino Lakes to provide
emergency services at benchmark standards to the citizens of this area. Additional capital equipment
would also be needed to provide the additional service.
Option 2 - Create a new Lino Lakes Fire Department (LLFD)
Creating a new Lino Lakes Fire Department is a policy option of the City Council. The new department
would already have the fire station at 7741 Lake Drive, as well as apparatus and equipment from the
distribution of CFD assets. Additionally, it is likely that some of the current volunteer firefighters who
reside in Lino Lakes would join the new organization. However, the City will have start-up costs to begin
its own fire department.
As is well understood and documented in this analysis, the new LLFD would need at least one new
station to cover the southern area of the jurisdiction (see Section V below). Additionally, there would be
fire apparatus and major firefighting equipment to be purchased (see Section VI below). Finally, subject
to the dissolution process, it is very likely that additional firefighters would need to be recruited, trained,
and certified to bring staffing up to levels adequate to deliver emergency services per national standards
and public safety expectations.
Lino Lakes, Minnesota - Fire Department Analysis Page 17
Some of the major steps that need to be undertaken if the City pursues its own fire department include:
• Determine what equipment and assets are transferable from the CFD
• Determine need for and location of new station in the south portion of the City
• Adopt an organizational concept for the Department structure
• Develop a job description for the Fire Chief (or appropriately titled head of the fire service)
• Recruit and hire the head of the fire service
• Determine which CFD personnel will transfer to the new City Department
• Develop a recruitment and retention plan
• Develop standard operating guidelines (SOGs) and policies to operate a fire department
• Reach out to neighboring jurisdictions to explore collaborations and mutual aid
In addition to the process to design, implement and administer a new fire department, the city
administration and related support departments (finance, human resources, facilities, information
technology) would also need to plan for increases in their work load and responsibilities. We encourage
the City Council and administrative departments to explore the ongoing maintenance and support
requirements that come with a fire department. These may or may not be onerous, but they will be new,
and it is important that the tangible and intangible effects of adding a new department to the city are
understood. This includes the commitment the City Council would be taking on with its responsibilities
for a fire service, as this would be totally new within the framework of Lino Lakes City Hall.
Option 3 - Contract for fire services with another fire department(s)
Another logical option would be to return to what was used 30 years ago, and contract with outside
jurisdictions for fire services. This plan would mean Lino Lakes simply pays an annual fee to receive a
specific level of emergency services from neighboring jurisdictions. The key to such contracting
arrangements is to be sure the services received meet or exceed current standards. This means the
contracts must specify response requirements and have a way to measure and assure that standards are
being met.
Without a detailed analysis, it appears that Lino Lakes would need to use three outside jurisdictions to get
the resources needed for an adequate level of response. These would include Lake Johanna for coverage
of southern areas; Hugo for eastern areas; and Blaine for northern and western areas. The northernmost
area of Lino Lakes may also need to be evaluated for a possible 4th responder. Use of NFPA 1720
standards would serve as a basis to assure adequate coverage. This option would give Lino Lakes
adequate fire /EMS coverage, but would mean minimal local control of operations, since the City would
be contracting to use other jurisdictions' resources and personnel.
Option 4 - Establish a new District with additional jurisdictions
Today, with more challenging emergency incident mitigation and the ever - growing costs of firefighting
resources, more areas are developing larger fire protection districts to address these needs. The days of a
single city being able to handle its entire emergency services requirements are gone. Even the state's
largest municipalities like Minneapolis and St Paul have turned to tiered response with outside agencies.
A new fire protection district involving communities such as Lino Lakes, Circle Pines, Centerville, and
Blaine, Lake Johanna, Hugo, and White Bear Lake may be a long term future possibility. Such a
partnership would bring together enough resources to handle nearly any call, as well as resources to move
Lino Lakes, Minnesota - Fire Department Analysis Page 18
up and cover the cities while resources are committed to the call. Such systems use an automatic box
alarm or pre - designated set of fire apparatus to design a predetermined response of up to seven alarms for
use by dispatch personnel to get the resources on the way quickly and efficiently. Box alarm systems are
becoming a best practice for collaboration with other departments.
Table 2, on the following page, shows the box alarm system used by Chanhassen Fire Department,
cooperating with over a dozen neighboring jurisdictions to address their individual and shared needs.
Some of the responses are automatic aid and some are mutual aid. The bottom line is that this system
provides enough resources to an incident to safely resolve the incident, while reserve resources provide
backup so that each participant is covered for additional calls. The Chanhassen area is much more
densely populated and has many large industrial risks, so this example is larger than that needed by Lino
Lakes, but the process is similar.
Lino Lakes, Minnesota — Fire Department Analysis Page 19
Table 2. Chanhassen Fire Box Alarm System
All Structure Fires - Box Alarm Assignment Grid
Response Area
Station 1
Station 2
Station 3 (Planned)
No Hydrants
Map
North of Lyman &
East of Galpin
West of Galpin
Lyman & South
Various, mostly south of
Pioneer Trail **
Initial
Alarm
All Call*
Chanhassen
Chanhassen
Chanhassen
Chanhassen
Utilities
Excel /Centerpoint /MN Valley Coop
EMS * **
Ridgeview
Ridgeview
Ridgeview
N/A
*Confirmed Structure Fire - Request Carver County Fireground Tactical Channel & 3rd Page for Manpower
Stand By Engine Company @ CFD #1 Eden Prairie
Eden Prairie
Eden Prairie N/A
15t
Engine
Engine
Ladder
Excelsior Excelsior Chaska ** Tender 1 Victoria
IP
Minnetonka Minnetonka Shapkopee ** Tender 2 Carver
Eden Prairie Eden Prairie Eden Prairie Tender 3 Coigne
Alarm
Patching
Air Truck
Request Disaptch to set
I Minnetonka
up patch for MA Depts that do not have Carver County Fireground Tactical Channels
Minnetonka Minnetonka Tender 4 Waconia
Engine
Chaska
Chaska Excelsior
Tender5 Prior Lake
2nd
Engine
Ladder
Victoria
Minnetonka
Victoria Victoria
Tender 6 Chaska
Minnetonka Minnetonka Tender 7 Shapkopee
Alarm
Mutual Aid Chiefs
Hopkins /Edina Tender 8 St Boni
LSU Rehab
Excelsior /SW Metro Bus
Excelsior /SW Metro Bus Excelsior /SW Metro Bus Tender 9 Mound
Engine
Engine
Hopkins
Hopkins Hopkins
Chaska .' Chaska_
Bloomington /SLP Bloomingtoc
SLP SLP
Bloomington Bloomington
N/A
3rd
Alarm
Ladder
Mutual Aid Chiefs
Command Van
Air Truck
Chaska
Bloomington /SLP
Bloomington
Engine
Carver
4th
Engine
Bloomington
Bloomington
Bloomington
Alarm
Ladder
LSU Rehab
Shapkopee
Eden Prairie /Gold. Val.
Shapkopee
Eden Prairie /Gold. Val.
Shapkopee
Eden Prairie /Gold. Val.
N/A
Engine
Victoria
Victoria
Victoria
5th
Alarm
Engine
Engine
Engine
Waconia
Waconia
Coigne
Waconia
N/A
Engine
Mound
Mound
Mound
Engine
6th
Engine
Engine
Coigne Coigne
Richfield Richfield
Jordan
N/A
Alarm
Engine
St Boni St Boni
IEngine
Lake Prior Lake
*IC initiates all call via 3rd page once structure fire is confirmed.
** For areas with no hydrants, the normal box assignments apply. Request "Pumper/Tankers from Chaska /Shakopee in lieu of engines on the 1st Alarm.
* *Tenders (Tankers) are requested as needed in order.
Stand by coverage beyond the call should be filled with the initial alarm once confirmed.
** *EMS resource to be dedicated to reponder health & Safety.
Lino Lakes, Minnesota - Fire Department Analysis
Page 20
Option 5 - New city department and contract for services with Centerville and Circle Pines
This option is actually the reverse of the City's past fire service experience, where Lino Lakes started out
using contracted services from Centerville and Circle Pines to provide fire coverage to the newly formed
city. This option would mean that Lino Lakes would be the service provider, and Centerville and Circle
Pines would pay an annual, contracted fee for their fire services.
This option would provide Lino Lakes with total control of the fire department and all the elements of
operation and administration. LLFD would need to provide a prescribed level of service, and document
these service measures on a pre - determined basis. This option is very straightforward, but would involve
the support and partnership with the other two cities to proceed.
Option 6 - Create a Public Safety Department combining Police and Fire functions
This option shares similarities with Option 2, in that it involves bringing the functions of a Fire
Department into the governance structure of Lino Lakes. This option differs from the earlier one in that it
combines fire and law enforcement functions into an integrated Public Safety Department.
The concept of combined Public Safety Departments became popular in the 1970s. The idea at the time
was to professionalize paid -on -call fire operations at a time when full -time, paid fire professionals were
limited to large cities. Today, many communities in the metropolitan area have a professional chief, a
limited paid support staff (fire marshal, inspector, or office support), and paid on -call fire fighters.
Several reasons exist to explore a combined police and fire department model:
• Eliminate silos between public safety departments
• Improve communication
• Enhance coordination
• Explore cross - training and possible work -load sharing
• Improve services
It is important to note that the City is evaluating a combined command structure in administration, and
not a completely blended fire and police service. While each is an essential emergency service, law
enforcement and fire fighting are two distinct disciplines; complete integration of the functions, where
staff is trained and expected to perform both sets of duties, is a rare occurrence. Each department also
provides services apart from just police protection or fire suppression - education, inspection, prevention,
emergency medical assistance, and recruitment.
Cities that use a combined model include Woodbury, New Brighton and Mankato. Minnetonka,
Richfield, Burnsville and Golden Valley all adopted a combined model, but have subsequently returned to
the traditional model of separate police and fire departments. One of the main reasons cited by
communities going back to the traditional model is sense of a loss of identity by one or both of the
services; this may not be in the case in Lino Lakes, as the fire service would be a new organization, and
would not yet have an established identity. There are integration and cultural issues that need attention as
the Deputy Directors, as they are often titled, feel they are running the day -to -day operations of the police
division or fire division without the top title or salary.
Lino Lakes, Minnesota - Fire Department Analysis Page 21
In practice, Public Safety Directors almost always come from the ranks of the police department. One
frequently heard complaint is that fire fighters and their department's needs are not always well
understood if the Director does not share a background in firefighting. New Brighton noted that the
combined model works well for them in large part because their Fire Services Director was both a police
officer and a volunteer fire fighter, which is an unusual case. In Woodbury, many members of the
department are officer /paramedics or officer /firefighters.
Figure 9 is a conceptual organizational structure for a Lino Lakes Public Safety Department. This
conceptual organization has two career deputy directors reporting to the Director of Public Safety, but the
police and fire departments would remain as separate branches. Financially, the budget would be
separated into fire and police divisions, except where individuals work in both divisions; these positions
would be allocated by the proportion of time spent in each division. Primarily, the weekday daytime
response would be with paid -on -call personnel instead of career fire personnel as it is now. The career
staff of LLFD would be the Deputy Director and a Training/Fire Prevention Specialist. Each station
would have 21 paid on call personnel, including a Deputy Chief, a Lieutenant, and 19 firefighters.
This option would need significant follow -up work, to establish budgets, new job descriptions, response
assignments, the timing and extent of new hiring, and many other specific components critical to the
operation of a public safety department. This plan gives the City Council one conceptual idea of how to
combine the two departments if it should choose to do so.
Lino Lakes, Minnesota - Fire Department Analysis Page 22
Figure 9: Potential Organizational Structure of Combined Public Safety Department
1 Deptrtr Chief
LL
Lino Lakes, Minnesota - Fire Department Analysis Page 23
V. Evaluate Adding One Facility with a Preliminary Location on Birch Street
Adding a new station in southern Lino Lakes will be essential to get response times into compliance with
NFPA standards, regardless of which service delivery model the City chooses. This is a growing area of
the city, and call volumes to this area will only increase as development continues. Plans should move
forward as soon as practical to locate, design, build and fund this station.
Establishing a new station in southern Lino Lakes will involve site identification and possibly acquisition,
architectural planning, construction, and ongoing maintenance. A double deep, three -bay satellite station
can vary in size from 6,500 square feet to 7,100 square feet, depending on the size and nature of vehicles
and amenities to be included at the facility, such as storage, showers, locker rooms, and office or meeting
space. Costs for fire stations of this size in Minnesota average approximately $195.00 per square foot for
construction, with another 25% required for administrative costs (A/E fees, legal, bidding), or $243.75 per
square foot. Budgeting for a new facility may range from approximately $1,500,000 to $1,750,000. This
does not include land acquisition or site readiness. Costs referenced above are from national building
construction reference sources including RS Means, Engineering News Record, and local Minnesota
design experts.
The design of a fire station often takes into consideration other variables such as public meeting space,
city administration needs and other non -fire related facility factors. These considerations would need to
be explored in the planning and design phase of the process.
Recommended Lino Lakes Birch Street Station
The Lino Lakes Comprehensive Plan calls for a continuing build out of southern Lino Lakes. This
portion of the city already has sub -par emergency service coverage for its current population density.
This issue will be exacerbated as population density in this area increases. The demand analysis also
showed that southern Lino Lakes is considered an EMS hotspot. As a result of Lino Lakes' desire to
provide better coverage for its southern areas, the city has considered building a new fire station on Birch
Street.
Figure 10 shows how an additional fire station centrally located near the curve on Birch Street would
impact fire coverage in those scenarios where Lino Lakes operates just those stations within its city limits
From the map, it becomes apparent that this additional fire station would close the coverage gap in
southern Lino Lakes, and provide a more appropriate level of fire and EMS service to citizens in this area.
Figure 11 shows how an additional Birch Street fire station would add to the coverage provided by the
current CFD stations. The additional station serves to close the coverage gap in southern Lino Lakes that
was illustrated earlier in Figure 7 and Figure 8.
Regardless of whether Lino Lakes decides to continue working with its CFD partners, this new fire
station will be necessary if the city is to improve the level of service to residents in the southern area of
the city.
Lino Lakes, Minnesota — Fire Department Analysis Page 24
Figure 10: Drive time from Current and Proposed Lino Lakes Stations
Map Key
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Lino Lakes City Limits
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Lino Lakes, Minnesota - Fire Department Analysis
Page 25
Figure 11: Drive Time from Current CFD Stations and Proposed Birch Street Station
Map Key
1 - - -� Lino Lakes City Limits
CFD Fire Stations
Proposed Station (Birch Street)
Drive Times
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Lino Lakes, Minnesota - Fire Department Analysis
Page 26
VI. Develop a List of Essential Requirements to Begin a New Fire Department
In addition to the policy issues and start-up considerations, the two primary aspects of establishing a new
Lino Lakes Fire Department would be personnel and equipment. To properly set these benchmarks in an
objective and standardized manner, this report will use NFPA 1720 standards, NFPA Fire Protection
Handbook 18th edition, OSHA 29CFR1910.134, and Insurance Services Office (ISO) Fire Protection
Ratings.
National Standards for Fire Suppression
The most widely recognized standard used in response time analysis for volunteer fire depai lments is
outlined in NFPA 1720 - Organization and Deployment of Fire Suppression Operations, Emergency
Medical Operations and Special Operations to the Public by Volunteer Fire Departments. NFPA 1720
was updated in 2004, and addresses benchmarks to be used by volunteer organizations in the delivery of
their services, including specific recommendations regarding staffing and response times.
Table 3 provides
Table 3: NFPA
Demand
Zone
Special Risks
Urban
Suburban
Rural
Remote*
an overview of these recommendations and metrics.
1720 - Staffing and Response Time Standards (Benchmarks)
Demographics
Authority Having Jurisdiction
>1000 people /mi
500 -1000 people /mi
<500 people /mi
Travel distance a8 mi.
Staffing/
Response Times
AHJ
15 within 9 min.
10 within 10 min.
6 within 14 min.
4
Percentage of
Calls
90%
90%
80%
80%
90%
Upon assembling the necessary resources at the emergency scene, the fire department should have the capability
to safely commence an initial attack within 2 minutes 90 percent of the time. Source: NFPA 1720, 2004 Edition.
The City of Lino Lakes, with 33.21 square miles of area and a population of 20,746, has a jurisdictional
population density of 625 people per square mile. This population density puts Lino Lakes in the
"suburban" demand zone classification, which recommends an initial response of 10 personnel
responding to fire calls within 10 minutes, 80% of the time. There are also parts of the response area
which have urban, rural, and remote population densities. The response analysis is included in the risk,
demand, and deployment section of this report. Additionally, the National Fire Protection Handbook,
18th edition makes staffing and initial response complement recommendations based on the number of
firefighters and apparatus arriving on the scene of a fire, depending upon the risk of occupancy (low,
medium, and high- hazard occupancy). The NFPA staffing recommendations by the type of hazard areas
are as follows:
High- Hazard Occupancies (schools, hospitals, nursing homes, explosive plants, refineries, high -rise
buildings, and other high -risk or large fire potential occupancies): at least 4 pumpers, 2 ladder trucks
(or combination apparatus with equivalent capabilities), 2 chief officers, and other specialized
apparatus as may be needed to cope with the combustible involved; not fewer than 23 firefighters and
2 chief officers.
Lino Lakes, Minnesota - Fire Department Analysis Page 27
Medium - Hazard Occupancies (apartments, offices, mercantile and industrial occupancies not
normally requiring extensive rescue or firefighting forces): at least 3 pumpers, 1 ladder truck (or
combination apparatus with equivalent capabilities), 1 chief officer, and other specialized apparatus
as may be needed or available; not fewer than 16 firefighters and 1 chief officer.
Low - Hazard Occupancies (one -, two -, or three- family dwellings and scattered small businesses and
industrial occupancies): at least 2 pumpers, 1 ladder truck (or combination apparatus with
equivalent capabilities), 1 chief officer, and other specialized apparatus are recommended to be
available; not fewer than 12 firefighters and 1 chief officer.
The Department should have the personnel and equipment resources to meet NFPA 1720 response
capabilities for low and medium hazard occupancies. High- hazard occupancies would require additional
outside equipment resources and likely personnel on the initial assignment. The Department's use of box
alarm assignments would address this high hazard need.
The recommendations and guidelines outlined in the NFPA Handbook merit consideration, but are not
necessarily the final word, as the NFPA guidelines do not address how fire departments will also be able
to comply with the OSHA- mandated "two - in/two -out" rule (discussed below). Also, the NFPA guidelines
do not address OSHA's requirement that a rapid intervention team (RIT) be on -scene at a working fire.
OSHA Regulations
Additional mandated requirements for staffing are related to OSHA's regulations for firefighter safety.
To protect the safety of firefighters, the United States Department of Labor and OSHA have enacted
29CFR1910.134, known as the two - in/two -out rule that requires four personnel on scene at all structure
fires before initial interior attack begins.
Firefighting is a dangerous and physical labor- intensive profession. Although technologically the tools
and equipment used by firefighters have changed dramatically over the years, the basic goals have
remained almost unchanged: to preserve life and protect property by successfully extinguishing fires —
and not get hurt in the process. To accomplish this, firefighters must be able to quickly and efficiently
gain access to a fire and apply an extinguishing agent (typically water, but foam and other agents are
gaining in popularity). This requires emergency responders to operate in dangerous environments where
they are at high risk for serious injury or death.
To protect the health, safety, and welfare of firefighters, the federal government enacted regulations to
ensure that firefighters operate safely in and around structure fires. Enacted by the Department of Labor
and the Occupational Safety and Health Administration (OSHA), 29 CFR 1910.134, also known as "Two -
in /Two - out," mandates that there must be a minimum of four personnel on the scene of a structural fire
before personnel can initiate interior operations. Two firefighters must remain on the exterior of the
structure, properly equipped with full turnout gear and self - contained breathing apparatus (SCBA) to act
as a Rapid Intervention Team (RIT) in the event the firefighters operating inside the structure become
incapacitated or trapped. Although OSHA allows one RIT member to have an additional role such as
incident commander or safety officer, as long as rescue activities can be performed without jeopardizing
the safety of other firefighters, a pump operator cannot make up part of the RIT unless the apparatus
utilizes a positive water source, which allows the pump to be unstaffed for a period.
Lino Lakes, Minnesota - Fire Department Analysis Page 28
Insurance Services Office (ISO)
Insurance Services Office (ISO) community fire protection ratings have been a benchmark for
jurisdictions for decades. The system measures the effectiveness and efficiency of three key parts of
community fire protection; fire department, water distribution, and alarm notification system. However
there are two key limitations of this benchmark. First is that the evaluation is only used by some
insurance companies, with most large insurers doing their own risk assessment by individual occupancy.
Second is the fact that residential insurance rates for participating insurers are banded for class #2 through
class #8 communities. This means that the premium for insurance to homeowners is the same for these
communities. The only occupancy type which has separate rates for each class number ( #) is commercial
occupancies where the needed fire flow is below 3,500 gallons per minute (gpm) for suppression. The
bottom line is that ISO ratings are a good benchmark for suppression activities of a community but do not
evaluate the key areas of prevention, code enforcement, and planning and zoning which are the proactive
functions of community fire defense planning.
When determining how to staff, equip and support a fire department the City does have options. At the
same time, it is important for the City Council to fully understand what the standards and benchmarks are
for this business. It is fair to anticipate and expect that the residents and businesses who are receiving the
CFD's services today will want, at minimal, the same level of service from the City.
Lino Lakes Fire Department Equipment Needs
Pursuant to NFPA #1720 and Fire Protection Handbook, apparatus needs for the new Depaihuent
(including Station #2 and the proposed Birch Street station) would include:
• 2 engines — 1,500 gpm with 500 gallon water
• 1 Aerial ladder — 100 foot
• 2 tankers — 2,000 gallon with onboard pump
• 2 light rescue vehicles
• 2 grass/brush attack units
• 1 boat with rescue capability
• 1 ATV with rescue capability
Some of this apparatus could come from liquidation of current CFD resources, but there will also be some
which must be purchased. The cost for this apparatus purchasing could range from $1.5 million to over
$3 million. Additionally, there will be personal protective equipment to buy; turnout gear currently costs
about $2,500 per set, Self- Contained Breathing Apparatus (SCBA) are at least $3,000 per unit, and
uniforms, pagers, etc. will have to be provided to all personnel. The total cost for this personal equipment
could range from $4,000 to $6,000 per firefighter; again, some of this will come from the distribution of
the CFD assets and equipment.
Preliminary Cost Assessment
Startup costs for a new fire department in Lino Lakes would consist of the capital costs for construction of
the new station and purchase of apparatus, in addition to the costs of recruiting, training, and outfitting
new personnel. Assuming that the city builds a 7,100 square foot facility at an average cost of $195 per
square foot and soft costs of 25 %, the total construction cost would be approximately $1.73 million.
Lino Lakes, Minnesota — Fire Department Analysis Page 29
Land acquisition would be an estimated $120,000 for a four -acre area. For illustrative purposes, if this
construction were financed over 20 years at 3.5 %, debt service costs would be $130,212 per year.
Once the structure is complete, the department will require apparatus to fill it. While some of this will
likely come from CFD's existing inventory, the department will still need to make some investment in
new apparatus. At the current time, the allocation of CFD assets has not yet been finalized; therefore, our
projections must err on the side of assuming that the department will need to purchase most of the
apparatus required for providing service. As noted previously, initial estimates for apparatus needs range
from $1.5 million to over $3.0 million; assuming that the investment for apparatus amounted to $2.5
million, financed over 15 years at 3.25 %, the debt service for new apparatus would be $213,221 annually.
Additionally, the department will need to recruit and train volunteers for the new force. To maintain its
current level of service, we estimate that the new department will require 42 personnel. The proposed
structure would include a Career Fire Chief and Career Fire Marshal /Training Officer, and 40 paid -on-
call personnel to include a Captain, a Lieutenant, and 18 firefighters at each station. The exact titles are
subject to further discussion; this model was shown in the organization chart under Option 6 above.
The cost of training a new recruit to become a certified firefighter would include not only the cost of
classes, but also the cost of firefighter time in this mandatory training. This cost would be in the range of
$3,000 to $5,000 per recruit. If we use the low end estimated cost of $3,000, then 40 new recruits would
result in $120,000 in training costs. The new force will also require turnout gear, as noted in the previous
section. At $6,000 per set, the purchase of 40 sets of gear would represent an estimated cost of $240,000.
These costs represent something of a worst -case scenario, in that they assume that no personnel or
equipment would be coming from current CFD resources. We do not know what the transition will result
in, so we are taking a conservative approach in our cost estimating.
In addition to the startup costs related to the new station and the new force, there would be the regular
operational expenses associated with running two stations. Based on CFD's 2014 budget, and working
from the assumption that the new station would see operating expenses roughly equivalent to those of the
current station, we estimate that annual operating costs would be approximately $590,000 annually. A
snapshot of projected revenues and expenses is shown in Table 4. If the City chooses to move forward
with one or more of the options, we recommend that city officials refine the assumptions in Table 4 more
thoroughly, and revisit them regularly as the project proceeds.
Lino Lakes, Minnesota — Fire Department Analysis Page 30
Table 4: Potential costs and revenue requirements of new fire department
REVENUES 2015 2016 2017 2018 2019
Current Contract 592,963 592,963 592,963 592,963 592,963
Additional Levy 698,808 353,517 368,593 384,046 399,885
State Grants /Reimbursements 10,000 10,250 10,506 10,769 11,038
Charges for services 27,100 27,778 28,472 29,184 29,913
Miscellaneous 275 282 289 296 304
TOTAL REVENUES 1,329,146 984,789 1,000,823 1,017,258 1,034,103
OPERATING EXPENSES
Personnel
Salaries 310,869 318,640 326,606 334,771 343,141
Payroll Taxes 32,900 33,723 34,566 35,430 36,315
Payroll Benefits (Insurance) 25,900 26,548 27,211 27,891 28,589
Work Comp 23,100 23,678 24,269 24,876 25,498
Fire Relief Pension 17,850 18,296 18,754 19,222 19,703
Supplies 47,495 48,682 49,899 51,147 52,426
Contracted Services 77,659 79,601 81,591 83,630 85,721
Maintenance 54,740 56,109 57,511 58,949 60,423
TOTAL OPERATING EXPENSES 590,513 605,276 620,408 635,918 651,816
TOTAL OPERATING INCOME 738,633 379,513 380,415 381,340 382,288
STARTUP COSTS
Training for new recruits 120,000
Personal protective equipment 240,000
TOTAL STARTUP COSTS 360,000
CAPITAL COSTS
Debt service - new station 130,212 130,212 130,212 130,212 130,212
Debt service - new apparatus 213,221 213,221 213,221 213,221 213,221
Personal equipment replacement 25,200 25,830 26,476 27,138 27,816
Other fire equipment replacement 10,000 10,250 10,506 10,769 11,038
TOTAL CAPITAL 378,633 379,513 380,415 381,340 382,288
REVENUE OVER /(UNDER) EXPENSE
The costs related to construction and operations at the new station will require revenues in excess of the
city's current annual contribution to CFD, which is budgeted at $592,963. We estimate that capital and
startup costs will require an additional $699,000 in revenue for the department. In subsequent years, this
amount would drop to $353,500, rising gradually with inflation. Figure 12 shows a projection of the
contributions required by the city over the next ten years.
To emphasize, the costs involved in constructing and equipping a new fire station will be necessary
regardless of which option the City chooses for providing fire service to the community, if the southern
area of Lino Lakes is to receive a suitable level of service. Our cost projections for operations, apparatus,
training, and turnout gear are likely to be high as we have no clear basis on which to make assumptions
about the exact number and amount of personnel and equipment from the CFD that will be available to
the new department. As more detailed cost estimates become available and as you develop the budget
details we advise and recommend that you refine the preliminary cost projections on an ongoing basis.
Lino Lakes, Minnesota - Fire Department Analysis Page 31
1
Figure 12: Projected Revenue Requirements of New Department
1,200,000
1,000,000
800,000
600,000
400,000
200,000
Revenue Requirements
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
Current Contract Additional Levy
Volunteer Recruitment and Retention
Without doubt one of the most significant challenges the City will face is in the recruitment and retention
of volunteer fire fighters. Just within the past few weeks several newspaper stories have appeared in the
Twin Cities papers outlining the challenges city governments and fire departments are having in
recruiting paid on call personnel. Fire Chiefs across the state recognize the challenges of hiring and
retaining new recruits, as the Inver Grove Heights Fire Chief stated, "It's a huge commitment to be a paid
on call firefighter." Since 1985, the number of volunteer firefighters in the United States has declined by
25 %, while the number of emergency calls increase each year. To address this national trend,
jurisdictions must have a well - planned and high - functioning recruitment and retention program.
Recruitment — Recruiting citizens to become volunteer fire /rescue responders can be a daunting task if
not approached in a systematic manner. This systematic approach begins with identifying the most likely
demographic groups where potential volunteers may be included. This will be an important discussion
for the City and we encourage you to begin that conversation immediately. Across the country there are
three emerging groups of volunteer firefighters: mothers that stay at home; college students; and empty
nesters. These three groups of potential candidates are generally found in most suburban communities
and Lino Lakes should explore the possibility of recruiting from these three sources. Motivating citizens
to join a Fire Department is one of the largest challenges facing volunteer fire service throughout the
country. It is important to find out how many of the current CFD volunteers will move to the new Lino
Lakes Fire Department and then all city leaders should begin a strong and centralized recruitment effort.
The future viability of a volunteer force is at stake, and should be the focus of future recruitment efforts.
This will mean looking for future members in citizen groups either under- represented or not represented
in the current department roster.
As an example of one method worth considering, a very successful volunteer recruitment program in
Virginia is recruiting over 300 new members annually. Their program begins using a page on the
jurisdiction's website, a Facebook account, and a toll -free phone number. (Social media is certainly one
Lino Lakes, Minnesota — Fire Department Analysis Page 32
tool that should be used in your recruitment efforts.) All interested persons are immediately contacted by
a volunteer recruiter from the fire /rescue department (within 24 hours). An appointment is set up and
each candidate gets a briefing on the potential job, a scheduled ride along is arranged and an application is
filled out. The key is to keep candidate interest high, and identify how best to use the talents of new
members so they stay motivated and involved. LLFD can certainly use this coordinated system to
increase volunteer opportunities.
Retention - While people join volunteer fire /rescue departments for many reasons, retention issues boil
down to two distinct reasons: problems that arise in one's life and factors relating to the individual fire
department or the fire service itself. To retain new and current members, volunteer departments must
display four essential characteristics that address these two root problems with volunteer retention:
• The program must meet the individual's needs
• The program must provide its membership with reward and recognition
• The program must provide adequate supervision and leadership
• The program must challenge its members
Any recruitment or retention programs to be considered must take into account the four aforementioned
characteristics that must be present in a quality fire /rescue program. The Apple Valley Fire Chief noted
that his department hasn't had to hire a new firefighter for nearly five years; he attributes that success to
"paying close attention to morale and clearly laying our expectations" before he hires someone. The City
of Lakeville also gets spouses involved, as they recognize the impacts that being a volunteer fire fighter
bring to their family.
There are numerous professional organizations that have developed model programs that can be used in
recruitment and retention efforts. There is no reason to "reinvent the wheel" where proven programs exist
to assist volunteer fire /rescue organizations with these matters. The National Volunteer Fire Council at
www.nvfc.org has a number of quality programs and provides assistance that can help this program get
started. Assistance can also be obtained through the Federal Emergency Management Association
(FEMA) and the U.S. Fire Administration (USFA) at www.usfa.fema.gov. Both of these organizations
have published numerous free reports on Recruitment and Retention among the Volunteer Fire Service
Volunteer Incentives and Recognition - Incentive and recognition programs are very important for fire
and rescue volunteers. Given the enormous time demands, training demands, and personal risks, it is easy
for volunteers to burn out and quit after only a few years of service. Incentives and recognition programs
are essential components to maintaining a strong cadre of experienced volunteers and to prevent a
revolving door situation. For the equivalent loaded salary cost of one career firefighter, a great deal of
recognition, incentive, and recruiting programs for volunteers can be implemented.
Many local governments across the nation have strengthened their incentive programs for volunteer
firefighters. The cost of incentives is small and economically justifiable if they help recruit and retain
volunteers and forestall hiring more career employees. As we all know, volunteers in the fire and rescue
service today are the first line defenders for any type of emergency or disaster.
Station Live -in Programs - One of the strongest incentive programs for volunteers, particularly younger
volunteers, is the station live -in program. Individual volunteer departments can establish minimum
Lino Lakes, Minnesota - Fire Department Analysis Page 33
standards for members to live at the station. For example, the City of Eagan offers six dorm rooms at the
fire station where fire fighters live for free in exchange for their service. Forest Lake is exploring re-
organizations in city hall, developing dual role positions including firefighter/building inspector and
firefighter /custodian. Usually, volunteers must sign up for two to four duty nights per week to qualify.
Live -in programs are an excellent incentive as well as a recruitment and retention tool. They not only
promote participation, but they guarantee that volunteers will be at the station and ready to answer
emergency calls without having to respond from home to the station. The major drawback to the live -in
programs is that they are only an incentive for single volunteers since there is generally no housing
available for married volunteers. Also, the sleeping areas are not very suitable for permanent residency
(e.g., in most cases they are open bunkrooms instead of individual dorm rooms).
Recognition - Volunteers generally want to be appreciated and receive some form of recognition for their
service to the community. Some are willing to work quietly for years and obtain satisfaction just from
doing the job, helping people in need, and the camaraderie in the department. However, information
obtained from surveys taken by former volunteers (as well as self - perception of the volunteers) from
across the country indicates that a little recognition goes a long way. Although most volunteers never
mention the desire for recognition, it is almost always well received when given and usually problematic
when withheld.
Cable Television and Utility Bills - Volunteers could be given free cable television, and/or exempted
from some local utility bills.
Tuition Assistance - Volunteers could be offered tuition assistance after a certain period of service,
similar to tuition assistance offered to municipal employees in some jurisdictions. Some national EMS
organizations make scholarships available to enhance local efforts.
Pension Plans - Many jurisdictions around the country have set up retirement plans for volunteer
firefighters. Most of these plans are based on years of service and set up through the state legislature.
This is a standard program for rewarding volunteer firefighters who put in years of service to their
community
Requirements of a Recruitment and Retention Program - No matter which program is selected, it is
imperative that this recruitment, retention and educational effort be a well thought out, on- going,
combined effort with the support and backing of all involved parties. This is not a localized or short-term
concern but a long -term local and national issue that can't be solved in a vacuum or without great deal of
work. It will take the total commitment, effort and dedication of a wide range of professional, and city
leaders to make this program a reality. Outside of the box thinking and creative program development is
vital to maintaining a healthy volunteer fire /rescue program for the City.
The result of such a program failing is the need to provide this service through a paid crew (duty crew) or
a subscription delivery system. Because volunteers are hard to find, more and more cities are exploring
the hiring of duty crews. These alternatives are more costly for taxpayers than the time and efforts that
will be involved in helping maintain a quality well- staffed volunteer fire /rescue system that is currently in
place.
Lino Lakes, Minnesota - Fire Department Analysis Page 34
APPENDIX A
Current CFD Organizational Structure
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Lino Lakes, Minnesota - Fire Department Analysis Page 35
CITY COUNCIL
AGENDA ITEM 6A
STAFF ORIGINATOR: Michael Grochala, Community Development Director
MEETING DATE: May 27, 2014
TOPIC: Consider Resolution No. 14 -44 Authorizing the Preparation of
Plans and Specifications, 2014 Overlay Project
VOTE REQUIRED: 3/5 Vote Required
INTRODUCTION
Staff is requesting Council authorization to prepare plans and specifications for the 2014 Overlay
Project.
BACKGROUND
In accordance with the City's Pavement Management Policy that was adopted by the City Council
on May 10, 2005, streets are selected annually for an overlay project. The 2014 project includes
both typical overlays and full depth reclamation improvements. Overlaying is a maintenance
activity that includes patching of the existing street, milling the pavement adjacent to the curb,
followed by the placement of a bituminous wearing course over the entire surface. The full depth
reclamation includes grinding up the existing pavement and aggregate base for use as base and
placement of bituminous over the entire surface. Due to the current concerns with sealcoating
staff is only proposing to perform mill and overlay work in 2014 .
The City currently utilizes Cartegraph software to annually analyze the conditions of the City's
streets and recommend segments that meet the overlaying requirements. Streets were selected for
overlays based on pavement management criteria, input from Public Works, and feasibility of
locations. The selected streets are Bluebill Lane, 12th Avenue, Hawk Ridge Circle, Pheasant Hills
Drive, Pheasant Hills Circle, Snow Goose Trail, Broken Oak Court., and 4th Avenue from Lilac to
Main Street.
The proposed project budget for 2014 is $695,000. Due to project savings in previous years we
were able to allocate an additional $205,000 from the pavement management fund for this year's
project.
WSB and Associates, the City Engineer, have submitted a proposal to complete the plans and
specifications, provide contract administration and provide construction inspection for the not to
exceed cost of $42,500 based actual time spent on the project.
The estimated schedule for this project is as follows:
City Council Authorizes Plans and Specifications May 27, 2014
City Council Approves Plans and Specifications
City Council Authorizes Ad for Bids
City Open Bids
City Council Awards Contract
Construction Begins
RECOMMENDATION
July 14, 2014
July 14, 2014
August 5, 2014
August 11, 2014
September 1, 2014
Staff recommends adoption of Resolution 14 -44 Authorizing the Preparation of Plans and
Specifications for the 2014 Overlay Project.
ATTACHMENTS
1. Resolution No. 14 -44
2. WSB & Associates Proposal
CITY OF LINO LAKES
RESOLUTION NO. 14 -44
RESOLUTION AUTHORIZING PREPARATION OF PLANS AND SPECIFICATIONS
FOR THE 2014 OVERLAY PROJECT
WHEREAS, it is proposed to perform mill and overlay and full depth reclamation improvements
on recommended street segments, and
WHEREAS, WSB and Associates, the City Engineer, has submitted a proposal to prepare plans
and provide contract administration and construction inspection.
NOW, THEREFORE BE IT RESOLVED by The City Council of The City of Lino Lakes,
Minnesota:
That WSB and Associates are designated as the engineer for this improvement and directed to
prepare plans and specifications for the 2014 Mill & Overlay Project. Staff is hereby authorized
to execute the hourly based contract in an amount not exceed $42,500.00.
Adopted by the Council of the City of Lino Lakes this 27th day of May, 2014.
The motion for the adoption of the foregoing resolution was introduced by Council Member
and was duly seconded by Council Member and upon vote
being taken thereon, the following voted in favor thereof:
The following voted against same:
Jeff Reinert, Mayor
ATTEST:
Julianne Bartell, City Clerk
WSB
& Associates, Inc.
Engineering • Planning • Environmental • Construction
May 14, 2014
City of Lino Lakes
Mr. Michael Grochala
600 Town Center Parkway
Lino Lakes, MN 55014
701 Xenia Avenue South
Suite 300
Minneapolis, MN 55416
Tel: 763 - 541 -4800
Fax: 763 - 541 -1700
Re: Request for Proposal to Complete 2014 Street Maintenance Project
Dear Mr. Grochala:
The City of Lino Lakes has an annual street maintenance plan which consists of both sealcoating
and mill and overlay work. For calendar year 2014, the City has a total of $490,000 budgeted for
the sealcoat and mill and overlay projects. However, due to the current concerns with
sealcoating we are proposing only to perform mill and overlay work in 2014.
As requested by the City of Lino Lakes, the following proposal details tasks that reflect our
understanding of the City's needs to complete the Street Maintenance Projects which include:
2014 Mill and Overlay Project.
Based on the City's existing street maintenance plan and discussions with staff, WSB would
perform the following tasks:
Prepare Final Project Plans /Maps
Final construction plans and/or maps will be prepared indicating the project
locations and any specific work to be done outside of the scheduled maintenance
activities.
WSB will contact RCWD and Anoka County to determine if any permits are
required for the proposed work.
II. Final Quantities
An Engineer's Opinion of Probable Cost will be completed on the final
construction plans and maps.
III. Pavement Coring
WSB will complete pavement cores for all of the streets proposed for mill and
overlay in 2014. The pavement cores will be used to identify the existing
pavement thickness and take samples of the underlying soils. A final report will
then be prepared with recommendations on whether mill and overlay or full depth
pavement reclamation is warranted.
Minneapolis ■ St. Cloud
Equal Opportunity Employer
Mr. Michael Grochala
May 14, 2013
Page 2
IV. Prepare Permits, Specifications and Bidding Documents
WSB will assist the City in obtaining approvals from governmental authorities
having jurisdiction over the project if it is determined that they are needed. WSB
will assist the City in preparing permit application(s) and/or approval requests and
will assist the City with submitting the applications /approval requests to the
appropriate regulatory agencies. Permit applications and/or agency review
submittals are anticipated for: (1) RCWD, and (2) Anoka County.
WSB will develop the final project plans /maps and specifications based on the
agency review comments. This task will include an internal QA/QC review of the
final plans, quantities, and specifications.
Upon completion of permitting, and agency review and approval, a final set of
construction documents will be prepared for bidding.
WSB will print, assemble, and submit the final contract documents to the City and
request authorization to advertise the project for bidding. WSB will receive and
respond to bidder inquiries concerning the plans, specifications, and intent of the
project. Logs of all inquiries will be kept and maintained to document inquiries.
WSB will attend the project bid opening with the City.
WSB will review the low bidder's bid proposal, contractor's and subcontractor's
personnel proposed for the project and relative experience, quality and availability
of equipment, performance on similar projects, references, nature and extent of
other similar contracts, whether or not the contractor or subcontractors have ever
been denied contract award, and any other information that would affect the
ability of the contractor to perform the work.
V. Construction Administration
WSB & Associates, Inc. will process the contract documents for signature by the
City and the contractor. We will also facilitate a preconstruction conference prior
to the start of the projects and prepare and distribute minutes for the meeting. We
will process all pay vouchers and change orders.
VI. Construction Inspection
A construction observer will be provided during the project to monitor the work
and ensure City specifications are met.
VII. Testing Services
WSB will contract with a City approved testing firm to provide testing services as
needed for the materials supplied and placed within the projects.
Mr. Michael Grochala
May 14, 2013
Page 3
VIII. Closeout Procedures
At the conclusion of the project, WSB will obtain all contractor documentation to
close out the project.
The engineering fee to complete the 2014 Mill and Overlay Project is $42,500 (not to exceed).
This letter represents our complete understanding of the 2013 Street Maintenance Project and the
proposed scope of services. If you are in agreement with the scope of services and proposed fee,
please sign in the appropriate space below and return one copy to us.
If you have any questions about this proposal, please feel free to call me at 763 - 287 -8520.
Sincerely,
WSB & Associates, Inc.
Jason C. Wedel, PE
Associate
ACCEPTANCE:
The City of Lino Lakes hereby accepts the WSB proposal of $42,500 for all services outlined in
this letter.
City of Lino Lakes
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2014 Overlay Projects
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2014 Overlay Projects
S: \Community Development \Projects \Capital Improvement Projects \2014 Mill & Overlay Project \GIS - Maps- Cad \2014 Overlay Project.mxd
STAFF ORIGINATOR:
MEETING DATE:
TOPIC:
VOTE REQUIRED:
INTRODUCTION
CITY COUNCIL
AGENDA ITEM 6B
Michael Grochala
May 27, 2014
Consider Resolution No. 14 -45, Authorizing
Preparation of Plans & Specifications, 2014 Surface
Water Management Project
Simple Majority
Staff is requesting council action to authorize preparation of plans and specification for the 2014
Surface Water Management Project.
BACKGROUND
The City operates a storm water conveyance system to manage water runoff and water quality
from City streets and neighborhoods. To maintain the effectiveness of the system, cleaning and
repair of pipe sections, catch basins, manholes, drainage ways and ponds must be completed.
City staff conducts's annual reviews of the system components as required by the City's National
Pollutant Discharge Elimination System (NPDES) permit. Project priorities are determined
following completion of the inspection process and evaluation of resident issues identified
during the year. This years project will include improvements to the recently discussed Linda
Avenue and Laurene Avenue area.
WSB, city engineer, has submitted a proposal for the not to exceed amount of $22,500 to prepare
the plans, provide contract administration and construction inspections. Funding for the
engineering and the maintenance contract is included in the 2014 Public Services — Streets
budget.
RECOMMENDATION
Staff is recommending approval of Resolution No. 14 -45 Authorizing Preparation of Plans and
Specifications.
ATTACHMENTS
1. Resolution No. 14 -45
2. WSB Proposal
CITY OF LINO LAKES
RESOLUTION NO. 14 -45
RESOLUTION AUTHORIZING PREPARATION OF PLANS AND SPECIFICATIONS
2014 SURFACE WATER MANAGEMENT PROJECT
WHEREAS, it is proposed to perform cleaning and repair activities to the City's surface water
management system in accordance with the City's National Pollutant Discharge Elimination
System (NPDES) permit and
WHEREAS, WSB and Associates, City Engineer, have submitted a proposal for the design,
contract administration and inspection of such improvements.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF LINO
LAKES, MINNESOTA:
That WSB and Associates are designated as the engineer for this improvement and directed to
prepare plans and specifications for the Surface Water Management Project. Staff is hereby
authorized to execute the hourly based contract in an amount not exceed $22,500.00.
Adopted by the Council of the City of Lino Lakes this 27th day of May, 2014.
The motion for the adoption of the foregoing resolution was introduced by Council Member
and was duly seconded by Council Member and
upon vote being taken thereon, the following voted in favor thereof:
The following voted against same:
Jeff Reinert, Mayor
ATTEST:
Julianne Bartell, City Clerk
Whereupon said resolution was declared duly passed and adopted.
2
WSB
& Associates, Inc.
Engineering • Planning • Environmental • Construction
May 14, 2014
City of Lino Lakes
Mr. Michael Grochala
600 Town Center Parkway
Lino Lakes, MN 55014
Re: Proposal to Complete 2014 Storm Water Maintenance Projects
Dear Mr. Grochala:
701 Xenia Avenue South
Suite 300
Minneapolis, MN 55416
Tel: 763 - 541 -4800
Fax: 763 - 541 -1700
The City of Lino Lakes has an annual storm water maintenance budget of $125,000 for the
completion of various storm water related projects throughout the City. As requested by the City
of Lino Lakes, the following proposal details tasks that reflect our understanding of the City's
needs to complete these improvements.
Based on the City's existing list of miscellaneous storm water maintenance projects and
discussions with staff, WSB would perform the following tasks:
I. Prepare Final Project Plans /Maps
Final construction plans and/or maps will be prepared indicating the project
locations and any specific work to be done.
WSB will contact RCWD to determine if any permits are required for the
proposed work.
II. Final Quantities
An Engineer's Opinion of Probable Cost will be completed on the final
construction plans and maps.
Minneapolis ■ St. Cloud
Equal Opportunity Employer
Mr. Michael Grochala
May 14, 2014
Page 2
III. Prepare Permits and Documents Necessary for Obtaining Quotes
WSB will assist the City in obtaining approvals from governmental authorities
having jurisdiction over the project if it is determined that they are needed. WSB
will assist the City in preparing permit application(s) and /or approval requests and
will assist the City with submitting the applications /approval requests to the
appropriate regulatory agencies. Permit applications and /or agency review
submittals are anticipated for: (1) RCWD, and (2) MPCA - NPDES.
WSB will develop the final project plans /maps based on the agency review
comments. This task will include an internal QA /QC review of the final plans
and quantities.
Upon completion of permitting, and agency review and approval, a final set of
construction documents will be prepared for obtaining quotes.
WSB will print, assemble, and submit the final contract documents to the City.
WSB will receive and respond to bidder inquiries concerning the plans and intent
of the project. Logs of all inquiries will be kept and maintained to document
inquiries.
WSB will review the low bidder's quote, contractor's and subcontractor's
personnel proposed for the project and relative experience, quality and availability
of equipment, performance on similar projects, references, nature and extent of
other similar contracts, whether or not the contractor or subcontractors have ever
been denied contract award, and any other information that would affect the
ability of the contractor to perform the work.
IV. Construction Administration
WSB & Associates, Inc. will process the contract documents for signature by the
City and the contractor. We will also facilitate a preconstruction conference prior
to the start of the projects and prepare and distribute minutes for the meeting. We
will process all pay vouchers and change orders.
V. Construction Inspection
A full -time construction observer will be provided during the project to monitor
the work and ensure City requirements are met.
Mr. Michael Grochala
May 14, 2014
Page 3
VII. Closeout Procedures
At the conclusion of the project, WSB will obtain all contractor documentation to
close out the project.
The engineering fee to complete the 2014 Storm Water Maintenance Project is $22,500 (not to
exceed).
This letter represents our complete understanding of the 2014 Storm Water Maintenance Project
and the proposed scope of services. If you are in agreement with the scope of services and
proposed fee, please sign in the appropriate space below and return one copy to us.
If you have any questions about this proposal, please feel free to call me at 763 - 287 -8520.
Sincerely,
WSB & Associates, Inc.
Jason C. Wedel, PE
Associate
ACCEPTANCE:
The City of Lino Lakes hereby accepts the WSB proposal of $19,500 for the services outlined in
this letter.
City of Lino Lakes
Name
Title
Date