Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
09-02-25 City Council Meeting Packet
City Council Meeting Tuesday, September 2, 2025 7:00 p.m. City of Lake Elmo | 3880 Laverne Avenue North AGENDA Call To Order/Pledge Of Allegiance Approval Of Agenda Public Comments/Inquiries Approval Of Minutes 8 -19 -25 City Council Meeting Minutes 8 -19 -25.PDF Consent Agenda Approve Payments And Disbursements APPROVE PAYMENTS AND DISBURSEMENTS.PDF Approve Release Of Warranty Security For Public Improvements At Northstar 3rd Addition COUNCIL MEMO LEGACY AT NORTHSTAR 3RD -RELEASE WARRANTY SECURITY.PDF LEGACY AT NORTHSTAR 3RD ADD SECURITY REDUCTION WKSHT.PDF Approve Well 2 PFAS WTP Pay Request COUNCIL MEMO WELL NO 2 PFAS WTP PAY REQUEST 5.PDF WELL 2 PAY REQUEST ATTACHMENTS.PDF Approve Well 2 PFAS WTP Change Order COUNCIL MEMO WELL NO 2 PFAS WTP - CO NO. 2.PDF CHANGE ORDER 2.PDF Accept Bids And Award Contract For The 2025 Seal Coat Project COUNCIL MEMO 2025 SEAL COAT AWARD CONTRACT.PDF 2025 SEAL COAT AWARD CONTRACT RESOLUTION.PDF 2025 SEAL COAT ATTACHMENTS.PDF Accept Quotes And Award Contract For The 2025 Striping Project COUNCIL MEMO 2025 STRIPING AWARD CONTRACT.PDF 2025 STRIPING ATTACHMENTS.PDF Approve Water Meter Purchase COUNCIL MEMO WATER METER BULK PURCHASE.DOCX LAKE ELMO BULK IPERL -SMARTPOINTS 2025.PDF Approve Public Works Shop Floor Resurfacing COUNCIL REQUEST TO RESURFACE HALF OF THE PW SHOP FLOOR IN 2025.PDF QUOTE - PW GARAGE - EAST - REV 2025.PDF CITY OF LAKE ELMO - SHOP FLOORS - LAKE ELMO.PDF Approve Lions Park Playground Replacement COUNCIL MEMO LIONS PARK PLAYGROUND REPLACEMENT.PDF OPTION 4 - FLAGSHIP.PDF Approve Financial Analyst & Utility Billing Clerk Job Description COUNCIL MEMO FINANCE ANAYLST AND UTILITY BILLING CLERK.PDF UTILITY BILLING CLERK JOB DESCRIPTION CHANGE REQUEST.PDF Approve Financial Analyst & Utility Billing Clerk Wage Increase COUNCIL MEMO FINANCE ANALYST AND UTILITY BILLING CLERK WAGE INCREASE.PDF Regular Agenda Public Works Operational Assessment COUNCIL MEMO - PW OPERATIONAL ASSESSMENT FINAL REPORT 2025.DOCX LAKE ELMO PW ASSESSMENT REPORT - FINAL 8.20.25.PDF PRESENTATION - CONDENSED LAKE ELMO PUBLIC WORKS REPORT.PDF Pickleball Noise COUNCIL MEMO PICKLEBALL NOISE.PDF Council Reports Staff Reports Future Agenda Items Future Agenda Items FUTURE AGENDA ITEMS.PDF Adjourn In accordance with the requirements of Minn. Stat. Section 13D.02, members may participate remotely via interactive technology. Our Mission is to Provide Quality Public Services in a Fiscally Responsible Manner in Partnership with our Community A. B. C. D. 1. Documents: E. 1. Documents: 2. Documents: 3. Documents: 4. Documents: 5. Documents: 6. Documents: 7. Documents: 8. Documents: 9. Documents: 10. Documents: 11. Documents: F. 1. Documents: 2. Documents: G. H. I. 1. Documents: J. City Council MeetingTuesday, September 2, 2025 7:00 p.m.City of Lake Elmo | 3880 Laverne Avenue NorthAGENDACall To Order/Pledge Of AllegianceApproval Of AgendaPublic Comments/InquiriesApproval Of Minutes8-19 -25 City Council Meeting Minutes8-19 -25.PDFConsent AgendaApprove Payments And DisbursementsAPPROVE PAYMENTS AND DISBURSEMENTS.PDFApprove Release Of Warranty Security For Public Improvements At Northstar 3rd Addition COUNCIL MEMO LEGACY AT NORTHSTAR 3RD -RELEASE WARRANTY SECURITY.PDFLEGACY AT NORTHSTAR 3RD ADD SECURITY REDUCTION WKSHT.PDFApprove Well 2 PFAS WTP Pay RequestCOUNCIL MEMO WELL NO 2 PFAS WTP PAY REQUEST 5.PDFWELL 2 PAY REQUEST ATTACHMENTS.PDF Approve Well 2 PFAS WTP Change Order COUNCIL MEMO WELL NO 2 PFAS WTP - CO NO. 2.PDF CHANGE ORDER 2.PDF Accept Bids And Award Contract For The 2025 Seal Coat Project COUNCIL MEMO 2025 SEAL COAT AWARD CONTRACT.PDF 2025 SEAL COAT AWARD CONTRACT RESOLUTION.PDF 2025 SEAL COAT ATTACHMENTS.PDF Accept Quotes And Award Contract For The 2025 Striping Project COUNCIL MEMO 2025 STRIPING AWARD CONTRACT.PDF 2025 STRIPING ATTACHMENTS.PDF Approve Water Meter Purchase COUNCIL MEMO WATER METER BULK PURCHASE.DOCX LAKE ELMO BULK IPERL -SMARTPOINTS 2025.PDF Approve Public Works Shop Floor Resurfacing COUNCIL REQUEST TO RESURFACE HALF OF THE PW SHOP FLOOR IN 2025.PDF QUOTE - PW GARAGE - EAST - REV 2025.PDF CITY OF LAKE ELMO - SHOP FLOORS - LAKE ELMO.PDF Approve Lions Park Playground Replacement COUNCIL MEMO LIONS PARK PLAYGROUND REPLACEMENT.PDF OPTION 4 - FLAGSHIP.PDF Approve Financial Analyst & Utility Billing Clerk Job Description COUNCIL MEMO FINANCE ANAYLST AND UTILITY BILLING CLERK.PDF UTILITY BILLING CLERK JOB DESCRIPTION CHANGE REQUEST.PDF Approve Financial Analyst & Utility Billing Clerk Wage Increase COUNCIL MEMO FINANCE ANALYST AND UTILITY BILLING CLERK WAGE INCREASE.PDF Regular Agenda Public Works Operational Assessment COUNCIL MEMO - PW OPERATIONAL ASSESSMENT FINAL REPORT 2025.DOCX LAKE ELMO PW ASSESSMENT REPORT - FINAL 8.20.25.PDF PRESENTATION - CONDENSED LAKE ELMO PUBLIC WORKS REPORT.PDF Pickleball Noise COUNCIL MEMO PICKLEBALL NOISE.PDF Council Reports Staff Reports Future Agenda Items Future Agenda Items FUTURE AGENDA ITEMS.PDF Adjourn In accordance with the requirements of Minn. Stat. Section 13D.02, members may participate remotely via interactive technology. Our Mission is to Provide Quality Public Services in a Fiscally Responsible Manner in Partnership with our Community A.B.C.D.1.Documents:E.1.Documents:2.Documents:3.Documents: 4. Documents: 5. Documents: 6. Documents: 7. Documents: 8. Documents: 9. Documents: 10. Documents: 11. Documents: F. 1. Documents: 2. Documents: G. H. I. 1. Documents: J. City Council MeetingTuesday, September 2, 2025 7:00 p.m.City of Lake Elmo | 3880 Laverne Avenue NorthAGENDACall To Order/Pledge Of AllegianceApproval Of AgendaPublic Comments/InquiriesApproval Of Minutes8-19 -25 City Council Meeting Minutes8-19 -25.PDFConsent AgendaApprove Payments And DisbursementsAPPROVE PAYMENTS AND DISBURSEMENTS.PDFApprove Release Of Warranty Security For Public Improvements At Northstar 3rd Addition COUNCIL MEMO LEGACY AT NORTHSTAR 3RD -RELEASE WARRANTY SECURITY.PDFLEGACY AT NORTHSTAR 3RD ADD SECURITY REDUCTION WKSHT.PDFApprove Well 2 PFAS WTP Pay RequestCOUNCIL MEMO WELL NO 2 PFAS WTP PAY REQUEST 5.PDFWELL 2 PAY REQUEST ATTACHMENTS.PDFApprove Well 2 PFAS WTP Change OrderCOUNCIL MEMO WELL NO 2 PFAS WTP - CO NO. 2.PDFCHANGE ORDER 2.PDFAccept Bids And Award Contract For The 2025 Seal Coat ProjectCOUNCIL MEMO 2025 SEAL COAT AWARD CONTRACT.PDF2025 SEAL COAT AWARD CONTRACT RESOLUTION.PDF2025 SEAL COAT ATTACHMENTS.PDFAccept Quotes And Award Contract For The 2025 Striping ProjectCOUNCIL MEMO 2025 STRIPING AWARD CONTRACT.PDF2025 STRIPING ATTACHMENTS.PDFApprove Water Meter PurchaseCOUNCIL MEMO WATER METER BULK PURCHASE.DOCXLAKE ELMO BULK IPERL -SMARTPOINTS 2025.PDFApprove Public Works Shop Floor ResurfacingCOUNCIL REQUEST TO RESURFACE HALF OF THE PW SHOP FLOOR IN 2025.PDFQUOTE - PW GARAGE - EAST - REV 2025.PDFCITY OF LAKE ELMO - SHOP FLOORS - LAKE ELMO.PDFApprove Lions Park Playground ReplacementCOUNCIL MEMO LIONS PARK PLAYGROUND REPLACEMENT.PDFOPTION 4 - FLAGSHIP.PDFApprove Financial Analyst & Utility Billing Clerk Job Description COUNCIL MEMO FINANCE ANAYLST AND UTILITY BILLING CLERK.PDFUTILITY BILLING CLERK JOB DESCRIPTION CHANGE REQUEST.PDFApprove Financial Analyst & Utility Billing Clerk Wage IncreaseCOUNCIL MEMO FINANCE ANALYST AND UTILITY BILLING CLERK WAGE INCREASE.PDF Regular Agenda Public Works Operational Assessment COUNCIL MEMO - PW OPERATIONAL ASSESSMENT FINAL REPORT 2025.DOCX LAKE ELMO PW ASSESSMENT REPORT - FINAL 8.20.25.PDF PRESENTATION - CONDENSED LAKE ELMO PUBLIC WORKS REPORT.PDF Pickleball Noise COUNCIL MEMO PICKLEBALL NOISE.PDF Council Reports Staff Reports Future Agenda Items Future Agenda Items FUTURE AGENDA ITEMS.PDF Adjourn In accordance with the requirements of Minn. Stat. Section 13D.02, members may participate remotely via interactive technology. Our Mission is to Provide Quality Public Services in a Fiscally Responsible Manner in Partnership with our Community A.B.C.D.1.Documents:E.1.Documents:2.Documents:3.Documents:4.Documents:5.Documents:6.Documents:7.Documents:8.Documents:9.Documents:10.Documents:11.Documents: F. 1. Documents: 2. Documents: G. H. I. 1. Documents: J. CITY OF LAKE ELMO CITY COUNCIL MINUTES AUGUST 19, 2025 CALL TO ORDER/PLEDGE OF ALLEGIANCE Acting Mayor Holtz called the meeting to order at 7:00 pm. PRESENT: Acting Mayor Jeff Holtz and Councilmembers Nick Dragisich and Nick Kragness. ABSENT: Mayor Charles Cadenhead and Councilmember Matt Hirn. Staff present: Administrator Miller, Community Development Director Stopa, City Attorney Sonsalla, City Engineer Stanley and City Clerk Johnson APPROVAL OF AGENDA Item 2, “Adopt Resolution for Summary Publication of Ordinance 2025-13 Related to Trash Haulers” was removed from the Consent Agenda. Councilmember Kragness, seconded by Councilmember Dragisich, moved TO APPROVE THE AGENDA AS AMENDED. Motion passed 3 – 0. ACCEPT MINUTES Councilmember Dragisich, seconded by Councilmember Kragness, moved TO ACCEPT THE MINUTES OF THE AUGUST 6, 2025 CITY COUNCIL MEETING AS PRESENTED. Motion passed 3 – 0. PUBLIC COMMENTS/INQUIRIES None PRESENTATIONS None CONSENT AGENDA 1.Approve Payments and Disbursements 2.Adopt Resolution for Summary Publication of Ordinance 2025-213 Related to Trash Haulers 3.Approve Temporary Liquor License for Lake Elmo Rotary 4.Approve Pay Request 2 for 2025 Street and Utility Improvements 5.Approve Garner School LOC Reduction LAKE ELMO CITY COUNCIL MINUTES August 19, 2025 Page 2 of 2 6.Accept Bids and Award Contract for the 2025 Crack Sealing Project 7.Approve 2025 SAFEBuilt Contract Amendment 8.Approve Star Gazing Event 2025 Councilmember Kragness, seconded by Councilmember Dragisich, moved TO APPROVE THE CONSENT AGENDA AS PRESENTED. Motion passed 3 - 0. COUNCIL REPORTS Acting Mayor Holtz: Reported on efforts to secure a fly over at the city’s 100 year anniversary celebration. Councilmember Dragisich: Reported he has not received a response from Senator Klobuchar’s office regarding a visit to the 100 year anniversary celebration. Councilmember Kragmess: Reported that several food trucks are confirmed for the 100 year anniversary celebration. STAFF REPORTS AND ANNOUNCEMENTS City Administrator Miller: Reported that the fireworks contract for the 100 year anniversary celebration has been signed. City Clerk Johnson: Reported on the temporary liquor license application process for the 100 year anniversary celebration. Meeting adjourned at 7:20 p.m. LAKE ELMO CITY COUNCIL ATTEST: ______________________________ Charles Cadenhead, Mayor _______________________________ Julie Johnson, City Clerk STAFF REPORT DATE: September 2, 2025 CONSENT TO: Mayor and City Council FROM: Michael Kuehn, Finance AGENDA ITEM: Payments and Disbursements REVIEWED BY: Clarissa Hadler, Finance Director BACKGROUND INFORMATION/STAFF REPORT: The City of Lake Elmo has the fiduciary responsibility to conduct normal business operations. Below is a summary of current claims to be disbursed and paid in accordance with State law and City policies and procedures. FISCAL IMPACT: Claim # Amount Description ACH/Chks $ 167,605.36 Payroll 08/21/25 ACH/Chks $ 1,466.57 Accounts Payable AP 081825 USPS – Summer Source ACH/Chks $ 167.14 Accounts Payable AP 082725 USPS – UB Q2 Pen Bill ACH/Chks $ 305,169.76 Accounts Payable AP 090325 TOTAL $ 474,408.83 RECOMMENDATION: If removed from the consent agenda, the recommended motions is as follows: “Motion to approve the aforementioned disbursements in the amount of $ 474,408.83 ATTACHMENTS: 1. Accounts Payable – proof lists (AP 081825 USPS Summer Srce, 082725 USPS UB, AP 090325) To Be Paid Proof List 08/18/2025 - 11:55AM MKuehn@lakeelmo.gov Printed: User: Accounts Payable Batch:08074.08.2025 - AP 081825 USPS ChkReqSource Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number United States Postal Service USPOST 1,466.57 0.00 08/18/2025 08/18/2025 No2025SummerSourc 101-410-1320-43220 Postage Summer Souce Mailing 2025SummerSourc Total: 1,466.57 United States Postal Servic 1,466.57 Report Total: 1,466.57 AP-To Be Paid Proof List (08/18/2025 - 11:55 AM)Page 1 *** means this invoice number is a duplicate. To Be Paid Proof List 08/27/2025 - 9:29AM RNess@lakeelmo.gov Printed: User: Accounts Payable Batch:08213.08.2025 - AP 082725 USPS UB PEN Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number United States Postal Service USPOST 33.14 0.00 08/27/2025 08/27/2025 No*** 2025 Q2 UB PEN 603-496-9500-43220 Postage 1st Cls Presort Mail Permit #3 67.00 0.00 08/27/2025 08/27/2025 No*** 2025 Q2 UB PEN 602-495-9450-43220 Postage 1st Cls Presort Mail Permit #3 67.00 0.00 08/27/2025 08/27/2025 No*** 2025 Q2 UB PEN 601-494-9400-43220 Postage 1st Cls Presort Mail Permit #3 2025 Q2 UB PEN Total: 167.14 United States Postal Servic 167.14 Report Total: 167.14 AP-To Be Paid Proof List (08/27/2025 - 9:29 AM)Page 1 *** means this invoice number is a duplicate. To Be Paid Proof List 08/27/2025 - 4:26PM MKuehn@lakeelmo.gov Printed: User: Accounts Payable Batch:00001.09.2025 - AP 090325 Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number ALEXAIR2 Alex Air Apparatus 2 LLC 1,144.36 0.00 09/03/2025 08/20/2025 No9918 101-420-2220-44010 Repairs/Maint Bldg Annual SCBA Compressor Service 9918 Total: 1,144.36 686.12 0.00 09/03/2025 08/18/2025 NoINV-52823 101-420-2220-44010 Repairs/Maint Bldg Calibration Gas-Bay CO Monitors INV-52823 Total: 686.12 ALEXAIR2 Total: 1,830.48 AMAZON Amazon Capital Services 88.48 0.00 09/03/2025 08/21/2025 No*** 1V41-TTVC-1479 602-495-9450-44375 Personal Protective Equipment Safety Gloves/earplugs/goggles 40.99 0.00 09/03/2025 08/21/2025 No*** 1V41-TTVC-1479 101-450-5200-42150 Operating Supplies Dog Park waste bags 1V41-TTVC-1479 Total: 129.47 AMAZON Total: 129.47 AMRENG American Engineering Testing Inc 9,746.50 0.00 09/03/2025 08/19/2025 NoINV-276304 449-480-8133-43030 Engineering Services 2025 Street & Util Imp 25X.137240 INV-276304 Total: 9,746.50 381.70 0.00 09/03/2025 08/14/2025 NoINV-276346 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 1 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 430-480-8091-45805 Other Project Costs Village Pkwy UPRR Crossg Imp 2019.122 - 24X.137223 INV-276346 Total: 381.70 13,515.25 0.00 09/03/2025 08/21/2025 NoINV-276468 451-480-8138-43030 Engineering Services 2026 St & Util Imp 25X.139309 INV-276468 Total: 13,515.25 AMRENG Total: 23,643.45 BERSCHEJ Berschens, Janet 376.95 0.00 09/03/2025 08/14/2025 No20250814 EscRel 803-000-0000-22910 Developer Escrow Escrow Release - Berschens Shores 20250814 EscRel Total: 376.95 BERSCHEJ Total: 376.95 BLACKTPC Blacktop Concepts 500.00 0.00 09/03/2025 08/13/2025 No20250813 EscRel 803-000-0000-22910 Developer Escrow Escrow Release - Blacktop Concepts - 11441 20th St 20250813 EscRel Total: 500.00 BLACKTPC Total: 500.00 BLUEBEAM Bluebeam Inc 660.00 0.00 09/03/2025 08/18/2025 No2474739 101-420-2400-43190 Software Programs AECO Collab - Subscription renewal thru 9/17/2026 2474739 Total: 660.00 BLUEBEAM Total: 660.00 BOLTON Bolton & Menk, Inc 5,505.50 0.00 09/03/2025 07/31/2025 No*** 368942 101-410-1910-43150 Contract Services General Planning 715.50 0.00 09/03/2025 07/31/2025 No*** 368942 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 2 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 803-000-0000-22910 Developer Escrow At Home Apts 1,590.00 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Inwood 8th 99.50 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Gardner School 159.00 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Bridgewater 2,981.50 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Limerick 99.50 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Easton Village 7th 159.00 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Roers - 9450 Hudson 2,361.00 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Eberhard - Highpoint 781.00 0.00 09/03/2025 07/31/2025 No*** 368942 803-000-0000-22910 Developer Escrow Amira 368942 Total: 14,451.50 BOLTON Total: 14,451.50 BROWNMDA Brown, Mary or David 1,866.00 0.00 09/03/2025 08/14/2025 No20250814 EscRel 803-000-0000-22910 Developer Escrow Escrow Release - 7990 50th St N 20250814 EscRel Total: 1,866.00 BROWNMDA Total: 1,866.00 CAMBAR Campion Barrow & Associates 2,325.00 0.00 09/03/2025 07/31/2025 No41991 101-420-2220-43050 Physicals New Hire Psych Evals (5) JB EC CM MM KT 41991 Total: 2,325.00 CAMBAR Total: 2,325.00 CINTAS Cintas Corp AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 3 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 19.00 0.00 09/03/2025 08/13/2025 No*** 4239966983 601-494-9400-44170 Uniforms Uniforms 4.38 0.00 09/03/2025 08/13/2025 No*** 4239966983 603-496-9500-44170 Uniforms Uniforms 10.88 0.00 09/03/2025 08/13/2025 No*** 4239966983 602-495-9450-44170 Uniforms Uniforms 20.78 0.00 09/03/2025 08/13/2025 No*** 4239966983 101-450-5200-44170 Uniforms Uniforms 107.33 0.00 09/03/2025 08/13/2025 No*** 4239966983 101-430-3100-44170 Uniforms Uniforms 239.83 0.00 09/03/2025 08/13/2025 No*** 4239966983 101-430-3100-42150 Operating Supplies Rugs/Soap/Rags 4239966983 Total: 402.20 19.00 0.00 09/03/2025 08/20/2025 No*** 4240706273 601-494-9400-44170 Uniforms Uniforms 4.38 0.00 09/03/2025 08/20/2025 No*** 4240706273 603-496-9500-44170 Uniforms Uniforms 10.88 0.00 09/03/2025 08/20/2025 No*** 4240706273 602-495-9450-44170 Uniforms Uniforms 20.78 0.00 09/03/2025 08/20/2025 No*** 4240706273 101-450-5200-44170 Uniforms Uniforms 107.33 0.00 09/03/2025 08/20/2025 No*** 4240706273 101-430-3100-44170 Uniforms Uniforms 107.46 0.00 09/03/2025 08/20/2025 No*** 4240706273 101-430-3100-42150 Operating Supplies Rugs/Soap/Rags 4240706273 Total: 269.83 CINTAS Total: 672.03 CINTASTX Cintas Corp 417.58 0.00 09/03/2025 08/11/2025 No4239745256 703-000-0000-42110 Cleaning Supplies Janitorial Supplies/Floor Mats 4239745256 Total: 417.58 383.73 0.00 09/03/2025 08/25/2025 No4241132353 703-000-0000-42110 Cleaning Supplies Janitorial Supplies/Floor Mats AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 4 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 4241132353 Total: 383.73 CINTASTX Total: 801.31 CTYBLO City of Bloomington - Civic Plaza 140.00 0.00 09/03/2025 08/5/2025 No25278 601-494-9400-43150 Contract Services Lab water testing 25278 Total: 140.00 CTYBLO Total: 140.00 DISCOUNT Reinalt-Thomas Corporation 1,202.96 0.00 09/03/2025 08/11/2025 No5044918815 407-420-2220-42400 Small Tools & Minor Equipment CV2 Durango Tire Replacement 5044918815 Total: 1,202.96 DISCOUNT Total: 1,202.96 DISHWIRE Dish Wireless 2,070.00 0.00 09/03/2025 08/14/2025 No20250814 EscRel 803-000-0000-22910 Developer Escrow Escrow Release - Dish Wireless 20250814 EscRel Total: 2,070.00 DISHWIRE Total: 2,070.00 DUDDECKS Duddeck's Property Maintenance 95.04 0.00 09/03/2025 08/8/2025 No*** 14687 703-000-0000-44013 Lawn/Landscape Maintenance City Lawn mowing 132.00 0.00 09/03/2025 08/8/2025 No*** 14687 602-495-9450-43150 Contract Services City Lawn mowing 422.40 0.00 09/03/2025 08/8/2025 No*** 14687 601-494-9400-43150 Contract Services City Lawn mowing 3,211.46 0.00 09/03/2025 08/8/2025 No*** 14687 101-450-5200-43150 Contracted Services City Lawn mowing AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 5 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 1,128.70 0.00 09/03/2025 08/8/2025 No*** 14687 101-430-3100-43150 Contract Services City Lawn mowing 14687 Total: 4,989.60 95.04 0.00 09/03/2025 08/15/2025 No*** 14692 703-000-0000-44013 Lawn/Landscape Maintenance City Lawn mowing 132.00 0.00 09/03/2025 08/15/2025 No*** 14692 602-495-9450-43150 Contract Services City Lawn mowing 422.40 0.00 09/03/2025 08/15/2025 No*** 14692 601-494-9400-43150 Contract Services City Lawn mowing 3,211.46 0.00 09/03/2025 08/15/2025 No*** 14692 101-450-5200-43150 Contracted Services City Lawn mowing 1,128.70 0.00 09/03/2025 08/15/2025 No*** 14692 101-430-3100-43150 Contract Services City Lawn mowing 14692 Total: 4,989.60 95.04 0.00 09/03/2025 08/22/2025 No*** 14720 703-000-0000-44013 Lawn/Landscape Maintenance City Lawn mowing 132.00 0.00 09/03/2025 08/22/2025 No*** 14720 602-495-9450-43150 Contract Services City Lawn mowing 422.40 0.00 09/03/2025 08/22/2025 No*** 14720 601-494-9400-43150 Contract Services City Lawn mowing 3,211.46 0.00 09/03/2025 08/22/2025 No*** 14720 101-450-5200-43150 Contracted Services City Lawn mowing 1,128.70 0.00 09/03/2025 08/22/2025 No*** 14720 101-430-3100-43150 Contract Services City Lawn mowing 14720 Total: 4,989.60 DUDDECKS Total: 14,968.80 ECMPUB ECM Publishers Inc 221.00 0.00 09/03/2025 08/1/2025 No1060184 408-430-3100-43510 Legal Publishing Public Notice - 2025 Sealcoat 1060184 Total: 221.00 221.00 0.00 09/03/2025 08/15/2025 No1061576 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 6 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 408-430-3100-43510 Legal Publishing Public Notice - 2025 Mill & Overlay 1061576 Total: 221.00 ECMPUB Total: 442.00 ELECPMP Electric Pump Inc 1,303.25 0.00 09/03/2025 08/5/2025 No33135 803-000-0000-22910 Developer Escrow Royal Golf 5th - Pump Repair 33135 Total: 1,303.25 ELECPMP Total: 1,303.25 EMRAPP Emergency Apparatus Maint Inc 2,499.66 0.00 09/03/2025 08/19/2025 No137144 101-420-2220-44040 Repairs/Maint Eqpt Rescue 1 - DEF Tank Replacemt/Repair 137144 Total: 2,499.66 EMRAPP Total: 2,499.66 FEDEXFRT FedEx Freight 315.35 0.00 09/03/2025 08/11/2025 No8750392652 602-495-9450-42210 Repair/Maintenance Supplies Valves-Sewer Air Release Shipping 8750392652 Total: 315.35 FEDEXFRT Total: 315.35 FEDLIC Federal Licensing Inc 75.00 0.00 09/03/2025 08/22/2025 No20250826 FedLic 601-494-9400-44330 Dues & Subscriptions Federal License Fee - Mtr Reading AMI Inwood Tower 20250826 FedLic Total: 75.00 FEDLIC Total: 75.00 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 7 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number FERGUSON Ferguson Waterworks #2518 159.66 0.00 09/03/2025 08/7/2025 No552713 602-495-9450-42210 Repair/Maintenance Supplies Sewer Valve Box Lids 552713 Total: 159.66 FERGUSON Total: 159.66 GRAREC Catalyst Graphics Inc 329.00 0.00 09/03/2025 08/19/2025 No45834 601-494-9400-42030 Printed Forms Irrigation Door Hangers 45834 Total: 329.00 GRAREC Total: 329.00 GREATAFS GreatAmerica Financial Services 262.43 0.00 09/03/2025 08/18/2025 No*** 39913237 101-410-1320-44040 Repairs/Maint Eqpt Monthly Copier-Adm-020-1844896-000 262.44 0.00 09/03/2025 08/18/2025 No*** 39913237 101-410-1520-44040 Repairs/Maint Contractual Eqpt Monthly Copier-Fina-020-1844896-000 267.44 0.00 09/03/2025 08/18/2025 No*** 39913237 101-420-2400-44040 Repairs/Maint Eqpt Monthly Copier-Bldg-020-1863070-000 267.44 0.00 09/03/2025 08/18/2025 No*** 39913237 101-410-1910-44040 Repairs/Maint Contractual Eqpt Monthly Copier-Plng-020-1863070-000 39913237 Total: 1,059.75 GREATAFS Total: 1,059.75 HAWKINS Hawkins Inc 70.00 0.00 09/03/2025 08/15/2025 No7167622 601-494-9400-42160 Chemicals Well Chemicals 7167622 Total: 70.00 2,562.07 0.00 09/03/2025 08/22/2025 No7177263 601-494-9400-42160 Chemicals Well Chemicals AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 8 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 7177263 Total: 2,562.07 HAWKINS Total: 2,632.07 HEIMAN Heiman Fire Equipment 1,020.00 0.00 09/03/2025 08/6/2025 No945333-IN 407-420-2220-42400 Small Tools & Minor Equipment Genesis Tool Battery Replacements 945333-IN Total: 1,020.00 HEIMAN Total: 1,020.00 HKGI Hoisington Koegler Group Inc 1,045.00 0.00 09/03/2025 08/6/2025 No*** 022-061-32 101-410-1910-43150 Contract Services General Services 451.25 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Bridgewater 62.50 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Schiltgen - Northstar 2nd 22.50 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Royal Golf 3rd 986.34 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Gardner School 88.75 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Solar - CEF 45.00 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Wildflower 4th 2,545.48 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Amira 28.75 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Kokoro Volleyball 378.75 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Lil Explorers - Milestones 27.50 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Milestones at Eagle Point 948.60 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Springs at Lake Elmo AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 9 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 1,173.70 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow 39th St TH - Prairie Sky 1,127.60 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Easton Village 7th 88.75 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow At Home Apts 185.00 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Legacy at Northstar 4th 1,075.40 0.00 09/03/2025 08/6/2025 No*** 022-061-32 803-000-0000-22910 Developer Escrow Savona 2nd 022-061-32 Total: 10,280.87 HKGI Total: 10,280.87 INNOVAT Innovative Office Solutions LLC 261.78 0.00 09/03/2025 08/1/2025 NoIN4897913 101-410-1520-42000 Office Supplies Envelopes IN4897913 Total: 261.78 378.12 0.00 09/03/2025 08/1/2025 NoIN4898133 101-410-1320-42000 Office Supplies Envelopes IN4898133 Total: 378.12 74.43 0.00 09/03/2025 08/12/2025 NoIN4906097 101-410-1320-42000 Office Supplies Supplies IN4906097 Total: 74.43 INNOVAT Total: 714.33 ISD834 Independent School Dist #834 2,891.70 0.00 09/03/2025 08/14/2025 No20250814 EscRel 803-000-0000-22910 Developer Escrow Escrow Release - Stillwater I - Bus Garage 20250814 EscRel Total: 2,891.70 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 10 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number ISD834 Total: 2,891.70 KATH Kath Fuel Oil Service Co 125.00 0.00 09/03/2025 08/12/2025 No*** 833635 101-450-5200-42120 Fuel, Oil and Fluids Unleaded 125.00 0.00 09/03/2025 08/12/2025 No*** 833635 601-494-9400-42120 Fuel, Oil, and Fluids Unleaded 124.99 0.00 09/03/2025 08/12/2025 No*** 833635 101-420-2400-42120 Fuel, Oil and Fluids Unleaded 250.00 0.00 09/03/2025 08/12/2025 No*** 833635 101-430-3100-42120 Fuel, Oil and Fluids Unleaded 216.22 0.00 09/03/2025 08/12/2025 No*** 833635 602-495-9450-42120 Fuel, Oil, and Fluids Unleaded 833635 Total: 841.21 200.00 0.00 09/03/2025 08/20/2025 No*** 834270 101-450-5200-42120 Fuel, Oil and Fluids Unleaded 200.00 0.00 09/03/2025 08/20/2025 No*** 834270 601-494-9400-42120 Fuel, Oil, and Fluids Unleaded 77.99 0.00 09/03/2025 08/20/2025 No*** 834270 101-420-2400-42120 Fuel, Oil and Fluids Unleaded 300.00 0.00 09/03/2025 08/20/2025 No*** 834270 101-430-3100-42120 Fuel, Oil and Fluids Unleaded 383.16 0.00 09/03/2025 08/20/2025 No*** 834270 602-495-9450-42120 Fuel, Oil, and Fluids Unleaded 834270 Total: 1,161.15 143.55 0.00 09/03/2025 08/20/2025 No*** 834271 101-430-3100-42120 Fuel, Oil and Fluids Off Road 143.56 0.00 09/03/2025 08/20/2025 No*** 834271 101-450-5200-42120 Fuel, Oil and Fluids Off Road 909.17 0.00 09/03/2025 08/20/2025 No*** 834271 101-420-2220-42120 Fuel, Oil and Fluids Off Road 834271 Total: 1,196.28 250.00 0.00 09/03/2025 08/20/2025 No*** 834272 101-430-3100-42120 Fuel, Oil and Fluids On Road AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 11 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 200.00 0.00 09/03/2025 08/20/2025 No*** 834272 101-430-3100-42120 Fuel, Oil and Fluids On Road 72.77 0.00 09/03/2025 08/20/2025 No*** 834272 601-494-9400-42120 Fuel, Oil, and Fluids On Road 834272 Total: 522.77 KATH Total: 3,721.41 KENNGRAV Kennedy & Graven Chartered 1,065.00 0.00 09/03/2025 08/13/2025 No*** 189102 101-410-1320-43040 Legal Services Fire Station & Parks Building Redevelopment 1,858.50 0.00 09/03/2025 08/13/2025 No*** 189102 101-410-1320-43040 Legal Services General Matters 151.70 0.00 09/03/2025 08/13/2025 No*** 189102 101-410-1320-43040 Legal Services Purchase of Olson and Jurek Properties 408.50 0.00 09/03/2025 08/13/2025 No*** 189102 101-410-1320-43040 Legal Services Carriage Station Park 743.40 0.00 09/03/2025 08/13/2025 No*** 189102 437-480-8108-43040 Legal Fees City Hall/Fire Station Building Project 265.50 0.00 09/03/2025 08/13/2025 No*** 189102 601-480-8126-43040 Legal Services New Water Treatment Facility 852.00 0.00 09/03/2025 08/13/2025 No*** 189102 601-494-9400-43040 Legal Services Amendment to DNR Water Appropriation Permit 189102 Total: 5,344.60 KENNGRAV Total: 5,344.60 KLJINC KLJ Engineering LLC 4,307.00 0.00 09/03/2025 08/13/2025 No3204 446-480-8129-43030 Engineering Services Hudson Blvd Imp - Seg A - 2023.120 3204 Total: 4,307.00 KLJINC Total: 4,307.00 KUTAKROC Kutak Rock LLP AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 12 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 9,000.00 0.00 09/03/2025 08/14/2025 No3608805 335-000-0000-46300 Bond Issuance Costs Legal Services as Bond Counsel - Series 2025A 3608805 Total: 9,000.00 KUTAKROC Total: 9,000.00 LAKREP Lake Elmo Repair 386.26 0.00 09/03/2025 08/15/2025 No196913 101-450-5200-44040 Repairs/Maint Eqpt 2016 Ford F150 Repairs/perge valve P3 196913 Total: 386.26 LAKREP Total: 386.26 LMCIT League of MN Cities Insur Trust 2,083.00 0.00 09/03/2025 06/27/2025 No10002726-062725 704-471-7102-41510 Workers Compensation Workers Comp 10002726-062725 Total: 2,083.00 LMCIT Total: 2,083.00 MACQUEEN MacQueen 34,968.32 0.00 09/03/2025 08/15/2025 NoP53333 407-420-2220-42400 Small Tools & Minor Equipment Turnout Gear (8) - JA AE PE DJ MO AP AP MT P53333 Total: 34,968.32 1,852.85 0.00 09/03/2025 08/18/2025 NoP53458 407-420-2220-42400 Small Tools & Minor Equipment Turnout Gear Boots P53458 Total: 1,852.85 MACQUEEN Total: 36,821.17 MADISON Madison National Life Ins Co Inc 1,718.30 0.00 09/03/2025 09/1/2025 No1714741 101-000-0000-21708 Other Benefits Monthly Disability Ins Prem - Group 027048 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 13 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 1714741 Total: 1,718.30 MADISON Total: 1,718.30 MAGNEY Magney Construction Inc 4,750.00 0.00 09/03/2025 07/31/2025 No2023.115 Req 6 601-480-8134-43150 Contract Services Well #2 PFAS Removal Eq - 2023.115 Req 6 2023.115 Req 6 Total: 4,750.00 62,962.10 0.00 09/03/2025 08/21/2025 No2023.115 Req 7 601-480-8134-43150 Contract Services Well #2 PFAS Removal Eq - 2023.115 Req 7 Final 2023.115 Req 7 Total: 62,962.10 MAGNEY Total: 67,712.10 MENOAK Menards - Oakdale 20.39 0.00 09/03/2025 08/12/2025 No11133 101-450-5200-42210 Repair/Maint. Supplies Schiltgen Trail Irrigation Repairs 11133 Total: 20.39 44.52 0.00 09/03/2025 08/12/2025 No11147 101-450-5200-42210 Repair/Maint. Supplies Schiltgen Trail Irrigation Repairs 11147 Total: 44.52 19.61 0.00 09/03/2025 08/13/2025 No11173 602-495-9450-42210 Repair/Maintenance Supplies Supplies 11173 Total: 19.61 63.99 0.00 09/03/2025 08/14/2025 No11217 601-494-9400-42210 Repair/Maint. Supplies Supplies 11217 Total: 63.99 111.26 0.00 09/03/2025 08/14/2025 No11225 601-494-9400-42210 Repair/Maint. Supplies PRV Maintenance AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 14 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 11225 Total: 111.26 104.90 0.00 09/03/2025 08/18/2025 No11433 101-450-5200-42210 Repair/Maint. Supplies Garbage Bags 11433 Total: 104.90 18.48 0.00 09/03/2025 06/24/2025 No8757 601-494-9400-42210 Repair/Maint. Supplies Teflon Tape 8757 Total: 18.48 357.24 0.00 09/03/2025 07/14/2025 No9675 101-450-5200-42210 Repair/Maint. Supplies Park Supplies 9675 Total: 357.24 MENOAK Total: 740.39 MENSTW Menards - Stillwater 16.99 0.00 09/03/2025 08/12/2025 No59065 601-494-9400-44010 Repairs/Maint Bldgs Well 5 Rain Cap 59065 Total: 16.99 MENSTW Total: 16.99 METROINE METRO - INET 253.13 0.00 09/03/2025 08/1/2025 No*** 2885 603-496-9500-43185 IT Support Monthly IT Support 1,883.80 0.00 09/03/2025 08/1/2025 No*** 2885 101-420-2220-43185 IT Support Monthly IT Support 501.10 0.00 09/03/2025 08/1/2025 No*** 2885 602-495-9450-43185 IT Support Monthly IT Support 1,885.90 0.00 09/03/2025 08/1/2025 No*** 2885 101-430-3100-43185 IT Support Monthly IT Support 1,072.76 0.00 09/03/2025 08/1/2025 No*** 2885 601-494-9400-43185 IT Support Monthly IT Support 728.19 0.00 09/03/2025 08/1/2025 No*** 2885 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 15 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 101-410-1320-43185 IT Support Monthly IT Support 113.12 0.00 09/03/2025 08/1/2025 No*** 2885 101-410-1110-43185 IT Support Monthly IT Support 1,256.01 0.00 09/03/2025 08/1/2025 No*** 2885 101-450-5200-43185 IT Support Monthly IT Support 514.17 0.00 09/03/2025 08/1/2025 No*** 2885 101-410-1520-43185 IT Support Monthly IT Support 1,302.27 0.00 09/03/2025 08/1/2025 No*** 2885 101-410-1910-43185 IT Support Monthly IT Support 1,647.55 0.00 09/03/2025 08/1/2025 No*** 2885 101-420-2400-43185 IT Support Monthly IT Support 2885 Total: 11,158.00 164.00 0.00 09/03/2025 08/13/2025 No2922 101-410-1320-43190 Software Programs Adobe Acrobat License - KS 2922 Total: 164.00 METROINE Total: 11,322.00 MILLEREX Miller Excavating Inc 14,735.42 0.00 09/03/2025 08/15/2025 No46179 601-494-9400-43150 Contract Services Well 2 Gatevalve Repair 46179 Total: 14,735.42 MILLEREX Total: 14,735.42 MINRUR Minnesota Rural Water Association 1,950.00 0.00 09/03/2025 08/21/2025 No081925ValvRntl 601-494-9400-44150 Equipment Rental Valve Exercise Rental Aug 4-19 081925ValvRntl Total: 1,950.00 MINRUR Total: 1,950.00 MNCLNS MN CLN Services Inc 14.04 0.00 09/03/2025 09/1/2025 No*** 0925AJ02 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 16 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 603-496-9500-43150 Contract Services PW Office Cleaning 66.56 0.00 09/03/2025 09/1/2025 No*** 0925AJ02 101-450-5200-43150 Contracted Services PW Office Cleaning 343.72 0.00 09/03/2025 09/1/2025 No*** 0925AJ02 101-430-3100-43150 Contract Services PW Office Cleaning 60.84 0.00 09/03/2025 09/1/2025 No*** 0925AJ02 601-494-9400-43150 Contract Services PW Office Cleaning 34.84 0.00 09/03/2025 09/1/2025 No*** 0925AJ02 602-495-9450-43150 Contract Services PW Office Cleaning 0925AJ02 Total: 520.00 MNCLNS Total: 520.00 MNFIRECH MN State Fire Chiefs Assn 650.00 0.00 09/03/2025 07/31/2025 No9491 101-420-2220-44370 Conferences & Training State Chiefs Conf Registration - DK/AS 9491 Total: 650.00 MNFIRECH Total: 650.00 MNLABOR MN Dept of Labor & Industry 25.00 0.00 09/03/2025 07/26/2025 NoABR0354658X 101-420-2220-44010 Repairs/Maint Bldg 127349 Pressure Vessel Inspct- 3510 Laverne Ave ABR0354658X Total: 25.00 MNLABOR Total: 25.00 OLSENCC Olsen Chain & Cable Inc 40.83 0.00 09/03/2025 08/14/2025 No732831 602-495-9450-44040 Repairs/Maint. Equip. Crane Truck-Rope Repair 732831 Total: 40.83 OLSENCC Total: 40.83 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 17 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number PLUNKT Plunkett's Pest Control Inc 333.18 0.00 09/03/2025 08/6/2025 No10072170 703-000-0000-44010 Repairs/Maint Contractual Bldg Pest Control 10072170 Total: 333.18 151.65 0.00 09/03/2025 08/18/2025 No10087958 101-430-3100-44010 Repairs/Maint Bldg Pest Control 10087958 Total: 151.65 PLUNKT Total: 484.83 PRATT Pratt Homes 10,000.00 0.00 09/03/2025 08/15/2025 No2024-00471 803-000-0000-22900 Deposits Payable-Residential Escrow Release - 11531 Arnie Way N - 2024-00471 2024-00471 Total: 10,000.00 PRATT Total: 10,000.00 PRECISEM PreCise MRM LLC 220.00 0.00 09/03/2025 08/22/2025 No200-2007310 101-430-3100-43190 Software Programs PreCise Fleet Mgmt Software 200-2007310 Total: 220.00 PRECISEM Total: 220.00 SCHWICKE Schwickert's Tecta America 390.00 0.00 09/03/2025 08/20/2025 NoS510144952 703-000-0000-44040 Repairs/Maint Contractual Eqpt HVAC Repair - Evac Pump in 135 - City Ctr S510144952 Total: 390.00 150.00 0.00 09/03/2025 08/20/2025 NoS510144953 703-000-0000-44040 Repairs/Maint Contractual Eqpt HVAC Repair S510144953 Total: 150.00 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 18 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number SCHWICKE Total: 540.00 SEALTECH SealTech Inc 3,950.00 0.00 09/03/2025 08/25/2025 No1676 404-480-8000-45805 Other Project Costs Schiltgen Park Trail Entrance - Paving 1676 Total: 3,950.00 SEALTECH Total: 3,950.00 SHORT Short Elliott Hendrickson, Inc 15,798.63 0.00 09/03/2025 08/19/2025 No493830 601-494-9400-45300 Improvments Other Than Bldgs Water Tower #1 Demo 493830 Total: 15,798.63 SHORT Total: 15,798.63 SHREDRIG Shred Right 18.85 0.00 09/03/2025 08/20/2025 No55140 101-410-1320-43150 Contract Services Monthly Shredding Services 55140 Total: 18.85 SHREDRIG Total: 18.85 SIGNSOLU Sign Solutions USA 224.65 0.00 09/03/2025 08/22/2025 No418899 101-430-3100-42260 Street Signs Street Detour Signs 418899 Total: 224.65 SIGNSOLU Total: 224.65 STCRXCDL St. Croix CDL 3,150.00 0.00 09/03/2025 08/18/2025 No20250818 CDL ZZ 101-430-3100-44370 Conferences & Training CDL Training/Exam - ZZ AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 19 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 20250818 CDL ZZ Total: 3,150.00 STCRXCDL Total: 3,150.00 STILLACE Stillwater Ace Hardware 57.56 0.00 09/03/2025 08/18/2025 No247658/1 602-495-9450-42210 Repair/Maintenance Supplies Extra Padlock Keys 247658/1 Total: 57.56 STILLACE Total: 57.56 TARGET TargetSolutions Learning LLC 133.77 0.00 09/03/2025 07/17/2025 No*** INV126191 101-420-2220-43190 Software Programs Scheduling & Training Platform - add staff (3) 136.38 0.00 09/03/2025 07/17/2025 No*** INV126191 101-420-2220-44370 Conferences & Training Scheduling & Training Platform - add staff (3) INV126191 Total: 270.15 TARGET Total: 270.15 TELMET Telemetry and Process Controls Inc 608.62 0.00 09/03/2025 08/14/2025 No117750 803-000-0000-22910 Developer Escrow Royal Golf 5th - lift station pump repair 117750 Total: 608.62 TELMET Total: 608.62 TYTEPHIT Jerry Williams - Tyte Phitt Band 3,500.00 0.00 09/03/2025 08/27/2025 No100thAnnivMusic 101-410-1110-44300 Miscellaneous 100th Anniversary Celebration - Musician 100thAnnivMusic Total: 3,500.00 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 20 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number TYTEPHIT Total: 3,500.00 USBANKSP US BANK 850.00 0.00 09/03/2025 08/14/2025 No7862190 335-000-0000-46300 Bond Issuance Costs 2025A Issuance Costs 7862190 Total: 850.00 USBANKSP Total: 850.00 USSOLR USS Minnesota One MT LLC 1,834.47 0.00 09/03/2025 08/20/2025 No88375 601-494-9400-43810 Electric Utility US Solar Sunscription - July - 11975 55th St 88375 Total: 1,834.47 98.22 0.00 09/03/2025 08/20/2025 No93513 601-494-9400-43810 Electric Utility US Solar Sunscription - July - 4525 Lily Ave 93513 Total: 98.22 USSOLR Total: 1,932.69 VIKINGAS Viking Automatic Sprinkler 635.00 0.00 09/03/2025 08/12/2025 No1025-F435320 703-000-0000-44040 Repairs/Maint Contractual Eqpt Annual Fire Sprinkler Inspection/Maintenance 1025-F435320 Total: 635.00 300.00 0.00 09/03/2025 08/12/2025 No1025-F435323 703-000-0000-44040 Repairs/Maint Contractual Eqpt Annual Fire Alarm Inspection 1025-F435323 Total: 300.00 VIKINGAS Total: 935.00 XCEL Xcel Energy 81.44 0.00 09/03/2025 08/20/2025 No941144618 101-430-3100-43811 Street Lights 179 Keats Ave Traffic Signal - #51-0012718950-5 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 21 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 941144618 Total: 81.44 3,712.79 0.00 09/03/2025 08/20/2025 No941168356 703-000-0000-43810 Electric Utility Elec Util 3880 Laverne Ave N - 51-0013935424-9 941168356 Total: 3,712.79 291.66 0.00 09/03/2025 08/20/2025 No941169067 601-494-9400-43810 Electric Utility 51-0014032224-4 - Wat Tower 120 LE Ave 941169067 Total: 291.66 56.33 0.00 09/03/2025 08/20/2025 No941177320 101-430-3100-43811 Street Lights 689 Inwood Ave Traffic Signal - #51-0013811065-2 941177320 Total: 56.33 17.78 0.00 09/03/2025 08/20/2025 No941194034 601-494-9400-43810 Electric Utility 3418 Lake Elmo PresRedValve #51-0014032232-4 941194034 Total: 17.78 5,289.70 0.00 09/03/2025 08/21/2025 No941347904 601-494-9400-43810 Electric Utility 4525 Lily Ave N - Well #5 Pump - 51-0013315481-4 941347904 Total: 5,289.70 153.83 0.00 09/03/2025 08/21/2025 No941364572 602-495-9450-43810 Electric Utility 9956 Tapestry Rd Lift Station - 51-0014133900-7 941364572 Total: 153.83 34.83 0.00 09/03/2025 08/22/2025 No941469051 101-430-3100-43811 Street Lights 3014 Jamley Ave N - Street Lamp 51-4572945-7 941469051 Total: 34.83 206.98 0.00 09/03/2025 08/22/2025 No941552099 602-495-9450-43810 Electric Utility 10845 32nd St Lift Station #51-0013680215-5 941552099 Total: 206.98 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 22 *** means this invoice number is a duplicate. Invoice Number Invoice Date Amount Quantity Payment Date Description Reference Type PO #Close PO Line #Task Label Account Number 2,328.38 0.00 09/03/2025 08/26/2025 No941903412 601-494-9400-43810 Electric Utility 2576 Inwood Booster Station - 51-0011431737-7 941903412 Total: 2,328.38 XCEL Total: 12,173.72 Report Total: 305,169.76 AP-To Be Paid Proof List (08/27/2025 - 4:26 PM)Page 23 *** means this invoice number is a duplicate. STAFF REPORT DATE:September 2, 2025 CONSENT TO: City Council FROM: Mike Rusenovich, Project Engineer AGENDA ITEM: Approve Release of Warranty Security for Public Improvements for Legacy at Northstar 3rd Addition REVIEWED BY: Nicole Miller, City Administrator Clarissa Hadler, Finance Director Jason Stopa, Community Development Director Marty Powers, Public Works Director Nate Stanley, City Engineer CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☒ Balanced Finances now and future ☒ Managed Growth ☒ Resilient Infrastructure BACKGROUND: GWSA Land Development, LLC. entered into a development agreement with the City for Legacy at Northstar 3rd Addition on May 22, 2020. The sanitary sewer and watermain warranty period ended on January 5, 2023. The public improvement warranty period ended on January 2, 2025. ISSUE BEFORE COUNCIL: Should the City Council approve release of warranty security for the public improvements for Legacy at Northstar 3rd Addition? PROPOSAL DETAILS/ANALYSIS: Staff has received and processed a request to release the development security for Legacy at Northstar 3rd Addition. The 1-year warranty period for the public improvements expired on January 2, 2025. Twenty-five percent (25%) of the original security was retained through the 1-year warranty period. A warranty walk-through was completed by city staff and all warranty punch list items have since been addressed by the developer. With the release of the warranty security the overall development security may be reduced as shown below: Current Security Amount Proposed Security Amount 1. Legacy at Northstar 3rd Addition $390,406 $32,094 Twenty-five percent (25%) of the landscaping security amount will be retained. FISCAL IMPACT: Release of the warranty security closes out the public improvement portion of the development. The operation and maintenance of the public facilities becomes the responsibility of the city going forward. OPTIONS: Release the remaining security amount for Legacy at Northstar 3rd Addition or retain the current security amount. RECOMMENDATION: Staff are recommending that the City Council, as part of the Consent Agenda, approve the release of public improvement warranty security for Legacy at Northstar 3rd Addition. The release of security is contingent on the developer being current with all payments and obligations in accordance with the Development Agreement, including a positive escrow balance as may be required by the City. If removed from the consent agenda, the recommended motion for the action is as follows: Motion to approve the release of the public improvement warranty security for Legacy at Northstar 3rd Addition as detailed in the Security Reduction Worksheet, contingent on the developer being current with all payments and obligations in accordance with the Development Agreement, including a positive escrow balance as may be required by the City. ATTACHMENTS: 1.Security Reduction Worksheet – Legacy at Northstar 3rd Addition. LEGACY AT NORTH STAR 3RD ADDITIONTime of Performance: October 31, 2021DEVELOPMENT AGREEMENT AMOUNTSCATEGORYCONSTRUCTION125%REMARKS#1#2#3#4#5#6#7#8GradingNANAIncluded in Grading SecuritySanitary Sewer$311,625$389,531100%$292,148$97,383Watermain$314,469$393,086100%$294,815$98,272Storm Sewer (w/pond structures)$358,510$448,138100%$224,069$112,034$112,034Streets + Sidewalks$677,964$847,455100%$423,728$211,864$211,864Bituminous Trails$24,180$30,225100%$22,669$7,556Surface Water Facilities$13,495$16,869100%$12,652$4,217Street Lighting$48,000$60,000100%$45,000$15,000Street Signs and Traffic Control Signs$5,300$6,625100%$4,969$1,656Private Utilities (electricity, natural gas, telephone, and cable)Builder Landscaping$41,925$52,40675%$39,305Landscaping$60,775$75,96975%$56,977Tree Preservation and RestorationNANAWetland Mitigation and BuffersNANAMonuments$6,400$8,000100%$6,000$2,000Erosion Control$7,750$9,688100%$7,266$2,422Record Drawings$5,000$6,250100%$4,688$1,563TOTALS$1,875,393$2,344,241RELEASED AMOUNTS:$586,963$647,796$323,898$195,654$103,242$96,281$358,312$0CUMMULATIVE AMOUNTS:$586,963$1,234,759$1,558,658$1,754,312$1,857,554$1,953,835$2,312,148SECURITY AMOUNT REMAINING:$1,757,278$1,109,482$785,584$589,929$486,687$390,406$32,094DATE: 1/5/2021 1/4/2022 12/20/2022 2/7/2023 1/2/2024 11/19/2024 9/2/2025TBDREDUCTIONS STAFF REPORT DATE:September 2, 2025 CONSENT TO: City Council FROM: Jack Griffin, Senior Project Manager AGENDA ITEM: Approve Pay Request No. 6 and Pay Request No. 7 (FINAL) for the Well No. 2 PFAS WTP Project REVIEWED BY: Nicole Miller, City Administrator Clarissa Hadler, Finance Director Marty Powers, Public Works Director Nate Stanley, City Engineer Chad Isakson, Assistant City Engineer CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☒ Balanced Finances now and future ☒ Managed Growth ☒ Resilient Infrastructure BACKGROUND: On December 17, 2024 the City Council awarded the contract for the Well No. 2 Water Treatment Plant (WTP) project to Magney Construction, Inc. The contractor has completed the work in accordance with the contract, plans, and specifications, including all punch list items. ISSUE BEFORE COUNCIL: Should the City Council approve Pay Request No. 6 and Pay Request No. 7 (FINAL) for the Well No. 2 PFAS WTP project? PROPOSAL DETAILS/ANALYSIS: Magney Construction, Inc. has submitted Partial Pay Request No. 6 in the amount of $4,750.00 and Partial Pay Request No. 7 (FINAL) in the amount of $62,962.10. The Project Engineer has prepared a Certificate of Completion indicating that all work is completed, including all punch list items, and is recommending the acceptance of the improvements and release of final retainage. Project acceptance will initiate the one-year warranty period for the improvements. The one-year warranty will begin on August 21, 2025 and will extend through August 21, 2025. FISCAL IMPACT: Final Payment is proposed in accordance with the Contract for the project. Payment remains within the authorized scope and budget with all costs paid through the MCA Grant Agreement. The total project construction cost for this contract was $1,110,716.46 versus the contract amount of $1,368,928.56. RECOMMENDATION: Staff is recommending that the City Council approve, as a part of the Consent Agenda, Pay Request No. 6 and Pay Request No. 7 (FINAL) for the Well No. 2 PFAS WTP Project. If removed from the consent agenda, the recommended motion for the action is as follows: Motion to approve Pay Request No. 6 in the amount of $4,750.00 and Pay Request No. 7 (FINAL) in the amount of $62,962.10 to Magney Construction, Inc. for the Well No. 2 PFAS WTP Project. ATTACHMENTS: 1.Partial Pay Estimate No. 6. 2.Partial Pay Estimate No. 7 (FINAL). 3.Certificate of Completion. PROJECT PAY FORM PARTIAL PAY ESTIMATE NO. PERIOD OF ESTIMATE TO PROJECT OWNER: CONTRACTOR: 1. Original Contract Amount 2. Net Change Order Sum 3. Revised Contract (1+2) 4. Work Completed* 5. Stored Materials* 6. Subtotal (4+5) 7. Retainage* 8. Previous Payments 9. Amount Due (6-7-8) *Detailed Breakdown Attached START DATE: ON SCHEDULE SUBSTANTIAL COMPLETION:X FINAL COMPLETION: ENGINEER'S CERTIFICATION:STANTEC DATE CONTRACTOR'S CERTIFICATION:CONTRACTOR DATE APPROVED BY OWNER:CITY OF LAKE ELMO, MINNESOTA DATE DATE BY BY YES NO The undersigned Contractor certifies that to the best of their knowledge, information and belief the work covered by this payment estimate has been completed in accordance with the contract documents, that all amounts have been paid by the contractor for work for which previous payment estimates was issued and payments received from the owner, and that current payment shown herein is now due. The undersigned certifies that the work has been reviewed and to the best of their knowledge and belief, the quantities shown in this estimate are correct and the work has been performed in accordance with the contract documents. ENGINEER BY 1/22/2025 7/18/2025 REVISED DAYS REMAINING 177 0 -13 7/3/2025 ORIGINAL DAYS CONTRACT CHANGE ORDER SUMMARY PAY ESTIMATE SUMMARY 6 7/31/20257/1/2025FROM WELL NO. 2 PFAS WTP PROJECT NO. 2023.115; 173420153 CITY OF LAKE ELMO 3880 LAVERNE AVENUE NORTH LAKE ELMO, MN 55042 ATTN: CHAD ISAKSON, ASSISTANT CITY ENGINEER MAGNEY CONSTRUCTION, INC 1401 PARK ROAD CHANHASSEN, MN 55317 ATTN: PETER NORDANG, PROJECT MANAGER CONTRACT TIME TOTALS $3,775.22 $0.00 $4,750.00 NET CHANGE $3,775.22 $58,458.765.0% $1,105,966.46 $0.00 $1,169,175.22 1 6/5/2025 $3,775.22 $0.00 $1,364,425.22 $1,169,175.22 No.Approval Date Amount $1,360,650.00 Additions Deductions $3,775.22 CITY OF LAKE ELMO PROJECT PAYMENT FORM PARTIAL PAY ESTIMATE NO.6WELL NO. 2 PFAS WTPCITY OF LAKE ELMO, MINNESOTAPROJECT NO. 2023.115; 173420153QUANTITY UNIT PRICE AMOUNT QUANTITY AMOUNT QUANTITY AMOUNT1LS 1$270,000.00 $270,000.000.00$0.001.00$270,000.002LS 1$50,000.00 $50,000.000.00$0.001.00$50,000.003LS 1$250,000.00 $250,000.000.02$5,000.001.00$250,000.004LS 1$60,000.00 $60,000.000.00$0.001.00$60,000.005LS 1$220,000.00 $220,000.000.00$0.001.00$220,000.006LS 1$55,000.00 $55,000.000.00$0.001.00$55,000.007LS 1$26,400.00 $26,400.000.00$0.001.00$26,400.008LS 1$7,000.00 $7,000.000.00$0.001.00$7,000.009LS 1$55,000.00 $55,000.000.00$0.001.00$55,000.0010LS 1$40,000.00 $40,000.000.00$0.001.00$40,000.0011LS 1$8,000.00 $8,000.000.00$0.001.00$8,000.0012LS 1$124,000.00 $124,000.000.00$0.001.00$124,000.0013CY 20$1,575.00 $31,500.000.00$0.000.00$0.0014CY 50$1,575.00 $78,750.000.00$0.000.00$0.0015LS 1$73,500.00 $73,500.000.00$0.000.00$0.0016LS 1$10,500.00 $10,500.000.00$0.000.00$0.0017LS 1$1,000.00 $1,000.000.00$0.000.00$0.0018LS 1$3,775.22 $3,775.220.00$0.001.00$3,775.22TOTALS - BASE CONTRACT$1,364,425.22 $5,000.00 $1,169,175.22ITEM DESCRIPTION OF PAY ITEM UNITCONTRACT THIS PERIOD TOTAL TO DATEBASE BIDChemical FeedInstallation of Owner Supplied PFAS Removal EquipmentInstallation of Owner Supplied Natural Gas GeneratorBuilding DemolitionBuilding RehabilitationHVACProcess Pipe and SupportsValvesElectrical & ControlsConcreteStart Up of Owner Supplied PFAS Removal EquipmentWell Pump Equipment - Pump, Motor, Column, Well Measure/TeleviseBailing Sand From WellAir Lift Sand from WellMobilization for Bailing Sand From WellAllowance (State Building Permit)Mobilization for Air Lifting Sand From WellChange Order #1 PROJECT PAY FORM PARTIAL PAY ESTIMATE NO. PERIOD OF ESTIMATE TO PROJECT OWNER: CONTRACTOR: 1. Original Contract Amount 2. Net Change Order Sum 3. Revised Contract (1+2) 4. Work Completed* 5. Stored Materials* 6. Subtotal (4+5) 7. Retainage* 8. Previous Payments 9. Amount Due (6-7-8) *Detailed Breakdown Attached START DATE: ON SCHEDULE SUBSTANTIAL COMPLETION:X FINAL COMPLETION: ENGINEER'S CERTIFICATION:STANTEC DATE CONTRACTOR'S CERTIFICATION:CONTRACTOR DATE APPROVED BY OWNER:CITY OF LAKE ELMO, MINNESOTA DATE DATE BY BY YES NO The undersigned Contractor certifies that to the best of their knowledge, information and belief the work covered by this payment estimate has been completed in accordance with the contract documents, that all amounts have been paid by the contractor for work for which previous payment estimates was issued and payments received from the owner, and that current payment shown herein is now due. The undersigned certifies that the work has been reviewed and to the best of their knowledge and belief, the quantities shown in this estimate are correct and the work has been performed in accordance with the contract documents. ENGINEER BY 1/22/2025 8/21/2025 REVISED DAYS REMAINING 211 0 0 7/3/2025 ORIGINAL DAYS CONTRACT CHANGE ORDER SUMMARY PAY ESTIMATE SUMMARY 7 - Final 8/21/20258/1/2025FROM WELL NO. 2 PFAS WTP PROJECT NO. 2023.115; 173420153 CITY OF LAKE ELMO 3880 LAVERNE AVENUE NORTH LAKE ELMO, MN 55042 ATTN: CHAD ISAKSON, ASSISTANT CITY ENGINEER MAGNEY CONSTRUCTION, INC 1401 PARK ROAD CHANHASSEN, MN 55317 ATTN: PETER NORDANG, PROJECT MANAGER CONTRACT TIME TOTALS $8,278.56 $0.00 $62,962.10 NET CHANGE $8,278.56 $0.000.0% $1,110,716.46 $0.00 $1,173,678.56 1 6/5/2025 $3,775.22 $0.00 $1,368,928.56 2 9/2/2025 $4,503.34 $0.00 $1,173,678.56 No.Approval Date Amount $1,360,650.00 Additions Deductions $8,278.56 CITY OF LAKE ELMO PROJECT PAYMENT FORM PARTIAL PAY ESTIMATE NO.7 - FinalWELL NO. 2 PFAS WTPCITY OF LAKE ELMO, MINNESOTAPROJECT NO. 2023.115; 173420153QUANTITY UNIT PRICE AMOUNT QUANTITY AMOUNT QUANTITY AMOUNT1LS 1$270,000.00 $270,000.000.00$0.001.00$270,000.002LS 1$50,000.00 $50,000.000.00$0.001.00$50,000.003LS 1$250,000.00 $250,000.000.00$0.001.00$250,000.004LS 1$60,000.00 $60,000.000.00$0.001.00$60,000.005LS 1$220,000.00 $220,000.000.00$0.001.00$220,000.006LS 1$55,000.00 $55,000.000.00$0.001.00$55,000.007LS 1$26,400.00 $26,400.000.00$0.001.00$26,400.008LS 1$7,000.00 $7,000.000.00$0.001.00$7,000.009LS 1$55,000.00 $55,000.000.00$0.001.00$55,000.0010LS 1$40,000.00 $40,000.000.00$0.001.00$40,000.0011LS 1$8,000.00 $8,000.000.00$0.001.00$8,000.0012LS 1$124,000.00 $124,000.000.00$0.001.00$124,000.0013CY 20$1,575.00 $31,500.000.00$0.000.00$0.0014CY 50$1,575.00 $78,750.000.00$0.000.00$0.0015LS 1$73,500.00 $73,500.000.00$0.000.00$0.0016LS 1$10,500.00 $10,500.000.00$0.000.00$0.0017LS 1$1,000.00 $1,000.000.00$0.000.00$0.0018LS 1$3,775.22 $3,775.220.00$0.001.00$3,775.2219LS 1$4,503.34 $4,503.341.00$4,503.341.00$4,503.34TOTALS - BASE CONTRACT$1,368,928.56 $4,503.34 $1,173,678.56Well Pump Equipment - Pump, Motor, Column, Well Measure/TeleviseBailing Sand From WellAir Lift Sand from WellMobilization for Bailing Sand From WellAllowance (State Building Permit)Mobilization for Air Lifting Sand From WellChange Order #2Change Order #1BASE BIDChemical FeedInstallation of Owner Supplied PFAS Removal EquipmentInstallation of Owner Supplied Natural Gas GeneratorBuilding DemolitionBuilding RehabilitationHVACProcess Pipe and SupportsValvesElectrical & ControlsConcreteStart Up of Owner Supplied PFAS Removal EquipmentITEM DESCRIPTION OF PAY ITEM UNITCONTRACT THIS PERIOD TOTAL TO DATE CITY OF LAKE ELMO, MN WELL NO. 2 PFAS WATER TREATMENT PLANT PROJECT NO. 2023.115 CERTIFICATE OF COMPLETION DATE OF ISSUANCE: August 21, 2025 OWNER: CITY OF LAKE ELMO, MN CONTRACTOR: MAGNEY CONSTRUCTION, INC. PROJECT NAME: WELL NO. 2 PFAS WATER TREATMENT PLANT PROJECT NO.: 2023.115 This Certification of Completion applies to all work under the Contract Documents This Certification of Completion applies to the following specified parts of the Contract Documents I do hereby certify that the work to which this Certificate applies has been constructed in accordance with the Contract dated January 18, 2022. The above-mentioned improvement is hereby declared to be complete and acceptance of this work is recommended. DATE OF COMPLETION: August 21, 2025 Brian Lintgen Reg. No. 48698 Stantec THE WARRANTY PERIOD BEGINS August 21, 2025 AND ENDS Augst 21, 2026 STAFF REPORT DATE:September 2, 2025 CONSENT TO: City Council FROM: Jack Griffin, Senior Project Manager AGENDA ITEM: Approve Change Order No. 2 for the Well No. 2 PFAS WTP Project REVIEWED BY: Nicole Miller, City Administrator Clarissa Hadler, Finance Director Marty Powers, Public Works Director Nate Stanley, City Engineer Chad Isakson, Assistant City Engineer CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☒ Balanced Finances now and future ☒ Managed Growth ☒ Resilient Infrastructure BACKGROUND: On December 17, 2024 the City Council awarded the contract for the Well No. 2 Water Treatment Plant (WTP) project to Magney Construction, Inc. The contractor has completed the work in accordance with the contract, plans, and specifications, including all punch list items. ISSUE BEFORE COUNCIL: Should the City Council approve Change Order No. 2 for the Well No. 2 PFAS WTP project? PROPOSAL DETAILS/ANALYSIS: Magney Construction, Inc. has submitted Change Order No. 2 in the amount of $4,503.34 for items found during construction but not included in the original contract documents. The change order includes the furnishing and installation of a Hi-E Dry 195 dehumidification unit to control condensation within the PFAS vessel room. The item is eligible for reimbursement from the grant and necessary to complete the improvements. The itemization is included in the attachment and the total amount requested is within the overall project budget and contingencies. Additionally, the change order recommends changing the final completion date from July 18, 2025 to August 21, 2025. Staff recommends the final completion date be adjusted as requested. The delay in completing the work is due to the treatment vessels arriving to the site later than stated in the contract documents due to reasons outside of the control of Magney Construction, Inc. FISCAL IMPACT: This change order will increase the contract amount by $4,503.34 bringing the revised construction contract to $1,368,928.56. RECOMMENDATION: Staff is recommending that the City Council approve, as a part of the Consent Agenda, Change Order No. 2 for the Well No. 2 PFAS WTP Project. If removed from the consent agenda, the recommended motion for the action is as follows: Motion to approve Change Order No. 2 for the Well No. 2 PFAS WTP Project, thereby increasing the contract amount by $4,503.34 and changing the substantial completion date to August 21, 2025. ATTACHMENTS: 1.Change Order No. 2. EJCDC® C-941, Change Order EJCDC® C-941, Change Order, Rev.1. Copyright© 2018 National Society of Professional Engineers, American Council of Engineering Companies and American Society of Civil Engineers. All rights reserved. Page 1 of 1 CHANGE ORDER NO.: 1 Owner: City of Lake Elmo, Minnesota Owner’s Project No.: 2023.115 Engineer: Stantec Consulting Services, Inc. Engineer’s Project No.: 173420153 Contractor: Magney Construction, Inc. Contractor’s Project No.: 616 Project: Well No. 2 PFAS Water Treatment Plant Contract Name: Date Issued: 8/14/2025 Effective Date of Change Order: 8/14/2025 The Contract is modified as follows upon execution of this Change Order: Description: See Attachment A (Summary of Changes) Attachments: See Attachment B (Backup Information) Change in Contract Price Change in Contract Times Original Contract Price: Original Contract Times: Substantial Completion: May 30, 2025 $ 1,360,650.00 Ready for final payment: July 18, 2025 [Increase] [Decrease] from previously approved Change Order: [Increase] [Decrease] from previously approved Change Order: Substantial Completion: July 3, 2025 $ 3,775.22 Ready for final payment: July 18, 2025 Contract Price prior to this Change Order: Contract Times prior to this Change Order: Substantial Completion: July 3, 2025 $ 1,364,425.22 Ready for final payment: July 18, 2025 [Increase] [Decrease] this Change Order: [Increase] [Decrease] this Change Order: Substantial Completion: July 3, 2025 $ 4,503.34 Ready for final payment: August 21, 2025 Contract Price incorporating this Change Order: Contract Times with all approved Change Orders: Substantial Completion: July 3, 2025 $ 1,368,928.56 Ready for final payment: August 21, 2025 Recommended by Engineer (if required) Accepted by Contractor By: Title: Project Manager Date: 8/14/2025 Authorized by Owner Approved by Funding Agency (if applicable) By: Title: Date: ATTACHMENT A Change Order Summary Lake Elmo Well 2 PFAS Water Treatment PlantChange Order No. 2 - Attachment ANo. Change Reason Add Deduct Price Determined2.1 Furnish and install a Hi-E Dry 195 dehumidification unit.One Hi-E Dry dehumidification unit is needed inside the PFAS vessel room to reduce condensation on the process pipes and vessels. $ 4,309.09 $ 4,309.09 2.2 Painting exposed CMU at the overhead door.Part of CMUs at the overhead door are exposed to the elements and require coating and painting to preserve their integrity and aesthetics. $ 194.25 $ 194.25 Totals: $ 4,503.34 $ - Net Total: $ 4,503.34 ATTACHMENT B Change Order Proposals Memo To: Jack Griffin Bolton & Menk From: Brian Lintgen Minneapolis Project/File: 173420153 Date: August 14, 2025 Reference: Lake Elmo Well 2 PFAS WTP Final Completion Date Due to manufacturing delays, the PFAS treatment vessels (supplied by the City, through AqueoUSVets) were delayed. Magney Construction’s substantial completion date was revised from 5/30/2025 to 7/3/2025 in Change Order No. 1 to account for this delay. Final Completion was originally 7/18/2025 (49 days between substantial and final). Although punchlist and O&M manuals are technically part of substantial completion, this work was not completed until after the 7/3/2025 date (the plant was operating on 7/2/2025). The original intent of the 5/30/2025 and subsequent 7/3/2025 substantial completion date was to allow the City to provide compliant drinking water to the residents as soon as physically possible. If punchlist and O&M manuals were to be included in this date, it would have needed to be pushed out several weeks. This time is needed to compile the punch list, receive and review manuals, and provide final walkthroughs. Any delay in the substantial completion date to include these activities would have likely resulted in even further delays in providing compliant drinking water. The original 49 days in the contract from substantial to final completion is a reasonable amount of time for the Owner and Engineer to compile a punchlist, the Contractor to complete the punchlist, the Contractor to provide O&M manuals, the Engineer to review the O&M manuals, and the Contractor to provide closeout paperwork. The original final completion date of 7/18/2025 remained the same in Change Order No. 1. This date should have been revised to reflect the delays that were added to substantial completion. If the original 49 days between substantial and final were applied, the new final completion date should be 8/21/2025. I recommend a final completion date of 8/21/2025 be included in Change Order No. 2. Regards, Stantec Consulting Services Inc. Brian Lintgen PE (MN) Senior Associate Mobile: (320) 333-6825 brian.lintgen@stantec.com stantec.com WORK CHANGE DIRECTIVE 07 STANTEC – 6/20/2025 173420153 Lake Elmo Well No. 2 PFAS WTP PAGE C-940- 1 SECTION C-940 – WORK CHANGE DIRECTIVE 07 Owner: City of Lake Elmo, Minnesota Owner’s Project No.: 2023. 115 Engineer: Stantec Engineer’s Project No.: 173420153 Contractor: Magney Construction Contractor’s Project No.: 616 Project: Well No. 2 Water Treatment Plant Contract Name: Date Issued: 6/20/2025 Effective Date of Work Change Directive: 6/20/2025 Contractor is directed to proceed promptly with the following change(s): Description: Hi-E Dry dehumidifier purchase and installation. Attachments: RFP 007 – HI E Dry Unit Purpose for the Work Change Directive: One Hi-E Dry dehumidification unit is needed inside the PFAS vessel room to reduce condensation on the process pipes and vessels. Provide the unit in the attached RFP. Directive to proceed promptly with the Work described herein, prior to agreeing to change in Contract Price and Contract Time, is issued due to: ☐ Non-agreement on pricing of proposed change. ☒ Necessity to proceed for schedule or other reasons. Estimated Change in Contract Price and Contract Times (non-binding, preliminary): Contract Price: $ 4,309.09 increase Contract Time: 0 days No change Basis of estimated change in Contract Price: ☒ Lump Sum ☐ Unit Price ☐ Cost of the Work ☐ Other Recommended by Engineer Authorized by Owner By: Brian Lintgen, Stantec Marty Powers, City of Lake Elmo Title: Project Manager Public Works Director Date: 6/20/2025 6/20/2025 Proposal SEND TO Company name From Peter Nordang Attention Date Brian Lintgen Fax Phone Proposal # Urgent Please comment X Please review For your information Total pages, including cover:1 COMMENTS Re: RFP 007 - HI-E Dry Unit Brian, 130.56$ 3,616.47$ -$ -$ Subtotal 3,747.03$ General Contractor's Overhead: Labor/Material 15%, Equip/Subs 5% $562.06 Bond & Insurance premiums -$ Total 4,309.09$ Additional Working Days Required for this Change: 0.0 Thank you, Peter Nordang Project Manager Accepted By Date Stantec 6/9/2025 Please review this proposal and feel free to contact me with any questions, comments or concerns. RFP 007 - HI-E Dry Unit Subcontractor: Equipment: Labor: Price to furnish and install a HI-E Dry 195 Unit. Material: 1 Estimate Date 6/5/2025 Estimate # E20240411 Name / Address Magney Construction, Inc. 1401 Park Rd. Chanhassen, MN 55317 800-253-7235 johnszymanski99@hotmail.com Total Sales Tax (6.875%) Alden Pool 1607 ELM ST. NEW ADDRESS ALBERT LEA, MN 56007 John Szymanski cell 507-383-1063 Description Qty Total Peter Nordang Project Manager .LAKE ELMO Cell 612.272.3307 Office 952.474.1674 Ext 310 pnordang@magneyconstruction.com QUEST 195 Dehumidifier DRIVEN BY PERFORMANCE POWERED BY DESIGN 20 AMP PLUG REQUIRED #12 MIN WIRE con#3056 1 HI - E DRY SHIPPING Page 1 Estimate Date 6/5/2025 Estimate # E20240411 Name / Address Magney Construction, Inc. 1401 Park Rd. Chanhassen, MN 55317 800-253-7235 johnszymanski99@hotmail.com Total Sales Tax (6.875%) Alden Pool 1607 ELM ST. NEW ADDRESS ALBERT LEA, MN 56007 John Szymanski cell 507-383-1063 Description Qty Total TERMS AFTER JAN 1 2025 Normal Delivery 1 WEEK Wire transfer, or Check or ACH Credit card with 4 % up charge ARE ACCEPTABLE FORMS OF PAYMENT PAYMENT MUST BE RECEIVED BEFORE SCHEDULED SHIPPING. YOU PAY LOCAL USE TAX THANK YOU 0.00T Page 2 $3,337.00 $0.00 $3,337.00*1.08375=$3,616.47 WORK CHANGE DIRECTIVE STANTEC – ISSUE DATE (SUBMITTAL PHASE) PROJECT NUMBER - PROJECT TITLE PAGE C-940- 1 SECTION C-940 – WORK CHANGE DIRECTIVE 08 Owner: City of Lake Elmo, Minnesota Owner’s Project No.: 2023. 115 Engineer: Stantec Engineer’s Project No.: 173420153 Contractor: Magney Construction Contractor’s Project No.: 616 Project: Well No. 2 Water Treatment Plant Contract Name: Date Issued: 6/27/2025 Effective Date of Work Change Directive: 6/27/2025 Contractor is directed to proceed promptly with the following change(s): Description: Materials and Labor to paint CMUs at the overhead door Attachments: RFP 008 – OH Door CMU Coatings Purpose for the Work Change Directive: Part of CMUs at the overhead door are exposed to the elements and require coating and painting to preserve their integrity and aesthetics Directive to proceed promptly with the Work described herein, prior to agreeing to change in Contract Price and Contract Time, is issued due to: Notes to User—Check one or both of the following ☐ Non-agreement on pricing of proposed change. ☒ Necessity to proceed for schedule or other reasons. Estimated Change in Contract Price and Contract Times (non-binding, preliminary): Contract Price: $ 194.25 increase Contract Time: 0 days No change Basis of estimated change in Contract Price: ☒ Lump Sum ☐ Unit Price ☐ Cost of the Work ☐ Other Recommended by Engineer Authorized by Owner By: Brian Lintgen, Stantec Marty Powers, City of Lake Elmo Title: Project Manager Public Works Director Date: 6/27/2025 6/27/2025 Proposal SEND TO Company name From Peter Nordang Attention Date Brian Lintgen Fax Phone Proposal # Urgent Please comment X Please review For your information Total pages, including cover:1 COMMENTS Re: RFP 008 - OH Door CMU Coatings Brian, -$ -$ -$ 185.00$ Subtotal 185.00$ General Contractor's Overhead: Labor/Material 15%, Equip/Subs 5% $9.25 Bond & Insurance premiums -$ Total 194.25$ Additional Working Days Required for this Change: 0.0 Thank you, Peter Nordang Project Manager Accepted By Date Stantec 6/23/2025 Please review this proposal and feel free to contact me with any questions, comments or concerns. RFP 008 - OH Door CMU Coatings Subcontractor: Equipment: Labor: Price to furnish materials and coat the exposed face of the CMU around the Overhead Door with one coat of Macropoxy 646 and one coat of Acrolon in the same color as the service door. Material: 1 SETTING THE STANDARD. BETTER BLASTING. PERIOD. Fresh Blast Inc. 11160 Hudson Blvd N, Ste 355 Lake Elmo, MN 55042 Office: 651-447-2218 Date: 6/12/2025 We are pleased to submit a proposal for the following project: Lake Elmo Well 2 PFAS Improvements For the following sections: 09 91 00 Our Proposal is for: One hundred eighty-five dollars. $185.00 Plans dated: 10/29/24 Addenda: #1-#4 Unit Prices: None Allowances: None Alternates: None OUR BASE BID INCLUDES: 1. Addition to paint scope: exterior CMU block around the roll-up door. One coat of Macropoxy 646 followed by one coat of Acrolon in the same color as the man-door paint. 2. Prevailing wages at the time of bid submittal. Painter code for building/commercial is $71.19 per hour. 3. Labor, Materials, Equipment, Sales Tax, & Travel/Mobilization. Pricing assumes CMU block can be painted concurrent to final coat of Macorpoxy 646 in the interior CMU walls and Acrolon can be painted concurrently to man-door top coat. STAFF REPORT DATE:September 2, 2025 CONSENT TO:City Council FROM:Mike Rusenovich, Project Engineer AGENDA ITEM: Accept Bids and Award Contract for the 2025 Seal Coat Project REVIEWED BY: Nicole Miller, City Administrator Clarissa Hadler, Finance Director Marty Powers, Public Works Director Nate Stanley, City Engineer Chad Isakson, Assistant City Engineer CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☒ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☒ Resilient Infrastructure BACKGROUND: In accordance with the City’s annual street maintenance program, certain streets have been scheduled to be seal coated in 2025. See attached Location Map. The street maintenance work programmed in 2025 was reviewed jointly by Public Works and Engineering to confirm the work to be completed. The project was advertised on QuestCDN and in the Stillwater Gazette in accordance with Minnesota competitive bidding requirements. ISSUE BEFORE COUNCIL: Should the City Council accept bids and award a contract for the 2025 Seal Coat Project? PROPOSAL DETAILS/ANALYSIS: Plans and specifications were completed for the 2025 Seal Coat Project and contractor bids were received, publicly opened, and read aloud on Tuesday, August 19, 2025. An Engineer’s Letter of Recommendation and a Tabulation of Bids has been prepared and attached. The City received two bids for this project, with Pearson Bros, Inc. providing the lowest bid in the amount of $236,813.60. Following review and verification of the bid tabulations, the City Engineer and Design Engineer are recommending that the City Council award the contract to the lowest responsible bidder, Pearson Bros, Inc., as outlined in the attached letter. FISCAL IMPACT: Approval of this resolution commits the City to enter into a construction contract for the project in the amount of $236,813.60. The project will be funded through the 2025 street maintenance funds. OPTIONS: Accept the Bids and Award a Contract to Pearson Bros, Inc. Do not move forward with this project RECOMMENDATION: Staff are recommending the City Council approve, as part of the consent agenda, a resolution Accepting Bids and Awarding a Contract to Pearson Bros, Inc. for the bid amount of $236,813.60 for the 2025 Seal Coat project. The Recommended motion is as follows: Motion to approve Resolution No. 2025-XXX, Accepting Bids and Awarding a Contract to Pearson Bros, Inc., for the bid amount of $236,813.60 for the 2025 Seal Coat Project. ATTACHMENTS: 1.Resolution Accepting Bids and Awarding a Contract for the 2025 Seal Coat Project. 2.Engineer’s Letter of Award Recommendation and Tabulation of Bids. 3.Project Location Map. 4.Project Schedule. CITY OF LAKE ELMO WASHINGTON COUNTY STATE OF MINNESOTA RESOLUTION NO. 2025-058 A RESOLUTION ACCEPTING BIDS AND AWARDING A CONTRACT FOR THE 2025 SEAL COAT PROJECT WHEREAS, pursuant to an advertisement for bids for the 2025 Seal Coat Project, bids were received, opened, and tabulated according to law, and bids were received complying with the advertisement; and WHEREAS, bids were tabulated, checked and summarized to verify that all requirements of the submittal were met; and WHEREAS, the project engineer reviewed the bids and has provided a letter recommending the award of the contract to the lowest responsible bidder, Pearson Bros, Inc., for the bid amount of $236,813.60. NOW, THEREFORE, BE IT RESOLVED, 1.That the Mayor and City Clerk are hereby authorized and directed to enter into a Contract in accordance with the above ordered Project, in the amount of the Contractor’s bid, and according to the plans and specifications thereof approved by the City Council. 2.The City Clerk is hereby authorized and directed to return forthwith to all bidders the deposits made with their bids, except that the deposits of the successful bidder and the next two lowest bidders shall be retained until a contract has been signed. ADOPTED BY THE LAKE ELMO CITY COUNCIL ON THE SECOND DAY OF SEPTEMBER, 2025. CITY OF LAKE ELMO By: __________________________ Charles Cadenhead (Seal)Mayor ATTEST: ________________________________ Julie Johnson City Clerk \\mankato5\h\lkelmn\25x137950000\6_plans-specs\b_bid documents\seal coat\137950 award ltr.docx August 19, 2025 Nate Stanley, P.E. City Engineer City of Lake Elmo 3880 Laverne Avenue N Lake Elmo, Minnesota 55042 RE: 2025 Seal Coat Project City of Lake Elmo, MN City Project No. 137950 BMI Project No. 25X.137950 Dear Mr. Stanley, Attached is the bid abstract for the project referenced above. Two bids were received at 10:00 a.m. on Tuesday, August 19, 2025. The following is a summary of the bids received: Bidder Total Bid Pearson Bros., Inc. $236,813.60 Allied Blacktop Company $262,574.50 We have reviewed the bids and recommend awarding this bid to Pearson Bros., Inc. in the amount of $236,813.60. Sincerely, Bolton & Menk, Inc. Michael Rusenovich, P.E. Principal Engineer Enclosure ABSTRACT OF BIDS2025 SEAL COAT PROJECTPROJECT NO. 25X.137950CITY OF LAKE ELMO, MNBID DATE: AUGUST 19, 2025 AT 10:00 AM12NO. ITEM UNIT QTY UNIT PRICE TOTAL PRICE UNIT PRICE TOTAL PRICEBASE BID1 BITUMINOUS SEAL COAT WITH 1/8" DRESSER TRAP ROCK AND CRS-2P EMULSIFIED ASPHALT SY 139,770 $1.68 $234,813.60 $1.85 $258,574.502 PROTECT EXISTING THERMOPLASTIC PAVEMENT MARKING (TURN ARROW) EA 8 $250.00 $2,000.00 $500.00 $4,000.00TOTAL BASE BID $236,813.60 $262,574.50ALLIED BLACKTOP COMPANYPEARSON BROS., INC. CITY OF LAKE ELMO Feet 0 2500 5000 2025 STREET MAINTENANCE MAP LEGEND 2025 CRACK SEAL & SEAL COAT 2025 CRACK SEAL ONLY 2025 MILL AND OVERLAY 3507 High Point Drive North Bldg. 1 – Suite E130 Oakdale, MN 55128 Phone: (651) 704-9970 Bolton-Menk.com 2025 Seal Coat Project Lake Elmo, MN Project No.: 25X.137950.000 SEAL COAT PROJECT July 29, 2025 Bid Package out to Contractors August 19, 2025 Receive Contractor Bids (21 day bidding period) September 2, 2025 Council accepts bids and awards Contract September 9, 2025 Preconstruction meeting & issue NTP (Crack Seal Project ends 9/26) September 15, 2025 Contractor begins work October 3, 2025 Substantial Completion, including 5-day sweeping of excess aggregate and punchlist items November 4, 2025 Final Completion, including 30-day sweeping of excess aggregate STAFF REPORT DATE:September 2, 2025 CONSENT TO:City Council FROM:Mike Rusenovich, Project Engineer AGENDA ITEM: Accept Quotes and Award Contract for the 2025 Striping Project REVIEWED BY: Nicole Miller, City Administrator Clarissa Hadler, Finance Director Marty Powers, Public Works Director Nate Stanley, City Engineer Chad Isakson, Assistant City Engineer CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☒ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☒ Resilient Infrastructure BACKGROUND: In accordance with the City’s annual street maintenance program, certain streets have been scheduled to be seal coated in 2025. Streets that have existing pavement markings must be restriped after the seal coat work is complete. See attached Location Map. The street maintenance work programmed in 2025 was reviewed jointly by Public Works and Engineering to confirm the work to be completed. ISSUE BEFORE COUNCIL: Should the City Council accept quotes and award a contract for the 2025 Striping Project? PROPOSAL DETAILS/ANALYSIS: Quotes for striping were solicited from three qualified contractors and one quote was received on August 21, 2025. Sir Lines-A-Lot LLC submitted a quote of $13,907.96. See attached quote form. The striping work is required to be completed by October 24, 2025 FISCAL IMPACT: Approval of this resolution commits the City to enter into a construction contract for the project in the amount of $13,907.96. The project will be funded through the 2025 street maintenance funds. OPTIONS: Accept the Quote and Award a Contract to Sir Lines-A-Lot, LLC. Do not move forward with this project RECOMMENDATION: Staff are recommending the City Council approve, as part of the consent agenda, a resolution Accepting Quotes and Awarding a Contract to Sir Lines-A-Lot, LLC. for the amount of $13,907.96 for the 2025 Striping Project. The Recommended motion is as follows: Motion to approve Resolution No. 2025-XXX, Accepting Quotes and Awarding a Contract to Sir Lines-A-Lot, LLC., for the amount of $13,907.96 for the 2025 Striping Project. ATTACHMENTS: 1.Sir Lines-A-Lot LLC Striping Quote 2.2025 Striping Project Location Map. LAKE ELMOEAGLE POINTLAKELAKE OLSONLAKEDEMONTREVILLELAKE JANESUNFISHLAKEARMSTRONGLAKEGOOSE LAKEKRAMERLAKEROSELAKEHORSESHOELAKEDOWNSLAKECLEAR LAKEMARGARETLAKEH:\LKELMN\25X137950000\3_Design\B_Specs\Striping\Street_Maintenance_Maps\2025_Street_Maintenance_Map_ABA.dwg 8/7/2025 4:23:39 PM R2025 STRIPING PROJECTCITY OF LAKE ELMOSTREET STRIPING MAPAUGUST 2025FEETSCALE013002600RLEGEND2025 STRIPING1. LAKE JANE TRAIL N / 45TH ST N /47TH ST N / JULEP AVE N2. 30TH STREET N3. HUDSON BLVD N STAFF REPORT DATE:09/02/2025 Consent TO: CITY COUNCIL AGENDA ITEM: WATER METER PURCHASE FROM: Assistant Public Works Director – Adam Swanepoel REVIEWED BY: Public Works Director – Marty Powers CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☒ Managed Growth ☐ Resilient Infrastructure BACKGROUND: Public Works staff continue to supply water meters to new construction and update old water meters as needed throughout the city. New construction continues to be stable, and new meters are needed for these new accounts. For the past six years the city has installed Sensus water meters for all water accounts. In 2025, new software was purchased to automatically read the meters vs quarterly drive by reading. This provides more accurate and timely data for accounting and billing purposes. ISSUE BEFORE COUNCIL: Based on the recommendation of Public Works, should the City Council approve the purchase of 175 water meters and meter supplies? PROPOSAL DETAILS/ANALYSIS Accountability of all city water is mandated by the DNR, and the goal to keep water loss below 10% for the fiscal year. New water meters are extremely accurate, and new software has allowed city staff to inform homeowners of potential leaks or abnormal water use patterns. Continuing to install these water meters allows the system to remain consistent with one style meter and allows city staff to monitor one program. 2025 prices of meters has remained unchanged from 2024. FISCAL IMPACT: Not to exceed $75,000. (This expense is included in the 2025 Water Utility Budget) OPTIONS: Approve purchase of a bulk meter order Deny purchase of bulk meter order. Table for further discussion. RECOMMENDATION: “Motion to recommend the purchase water meters and supplies.” ATTACHMENTS: Core and Main – Meter pricing Seq#Qty Description Units Price Ext Price 10 170 IPERL+ 3/4S 3TS 1G 7.5LL 7WHL EA 180.00 30,600.00 20 170 510M S/POINT M2 WIRED SP HR EA 185.00 31,450.00 40 1 OMNI+ 3 C2 1G 17LL 8WHL SM EA 2,350.00 2,350.00 50 1 OMNI+ 4 C2 10G 20LL 8WHL SM EA 4,090.00 4,090.00 70 2000 #18 3 PLY REMOTE WIRE FT 0.34 680.00 UNLESS OTHERWISE SPECIFIED HEREIN, PRICES QUOTED ARE VALID IF ACCEPTED BY CUSTOMER AND PRODUCTS ARE RELEASED BYCUSTOMER FOR MANUFACTURE WITHIN THIRTY (30) CALENDAR DAYS FROM THE DATE OF THIS QUOTATION. CORE & MAIN LPRESERVES THE RIGHT TO INCREASE PRICES TO ADDRESS FACTORS, INCLUDING BUT NOT LIMITED TO, GOVERNMENT REGULATIONS,TARIFFS, TRANSPORTATION, FUEL AND RAW MATERIAL COSTS. DELIVERY WILL COMMENCE BASED UPON MANUFACTURER LEADTIMES. ANY MATERIAL DELIVERIES DELAYED BEYOND MANUFACTURER LEAD TIMES MAY BE SUBJECT TO PRICE INCREASES AND/ORAPPLICABLE STORAGE FEES. THIS BID PROPOSAL IS CONTINGENT UPON BUYER’S ACCEPTANCE OF SELLER’S TERMS ANDCONDITIONS OF SALE, AS MODIFIED FROM TIME TO TIME, WHICH CAN BE FOUND AT: https://coreandmain.com/terms-of-sale/ THIS BID MAY INCLUDE GLOBALLY SOURCED (IMPORTED) MATERIALS THAT ARE SUBJECT TO CHANGING TARIFFS. PRICES ARESUBJECT TO CHANGE DUE TO POTENTIAL ADDITIONAL TARIFFS IMPOSED BY THE U.S. GOVERNMENT. IF IMPOSED, PRICES WILLINCREASE BY THE SAME PERCENTAGE AND WILL BE EFFECTIVE ON THE DATE THAT THE NEW TARIFFS ARE IMPLEMENTED. THESEITEMS SHOULD BE PURCHASED WITH HASTE TO AVOID ANY ADDITIONAL RISING TARIFF COSTS. Actual taxes may vary Page 1 of 1 CITY OF LAKE ELMO Job Location: Lale Elmo , MN Bid Date: 08/25/2025 Core & Main Bid #: 4408361 Core & Main 15800 W 79th St Eden Prairie, MN 55344 Phone: 9529379666 Fax: 9529378065 Bid Proposal for Lake Elmo Bulk Iperl/smartpoints 2025-REVISED STAFF REPORT DATE:9/2/2025 Consent TO:City Council FROM:Marty Powers, Public Works Director AGENDA ITEM: Public Works Floor Resurfacing REVIEWED BY: Nicole Miller CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☒ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☒ Resilient Infrastructure BACKGROUND: The Public Works Shop was constructed in 2006. Over the past 20 years, the road salt and chemicals have deteriorated the concrete floor’s surface, creating pitting and pores open to moisture and debris. If not corrected, the floor will continue to degrade until full replacement is needed. The shop floor surface is no longer easily cleaned, which holds pockets of water, dirt, road salt and other debris creating slip hazards and making it challenging to make clean repairs on vehicles or to keep the debris out of vehicles, equipment and the office. ISSUE BEFORE COUNCIL: Should the council approve resurfacing the east half of the Public Works shop floor in 2025 as phase one of the project? PROPOSAL DETAILS/ANALYSIS: To correct and preserve the current concrete shop floor, Public Works has researched several methods and materials to improve and protect its surface. Staff reached out to the City of Woodbury, the City of Richfield and the City of Lakeville, who have all recently undertaken concrete resurfacing in their shops. Staff also discussed four options from vendors and requested quotes to grind, level, epoxy and seal the east half of the Public Works Shop floor in 2025. The East half has the most damage due to the location of the salt trucks, heavy equipment and the brine storage. All vehicles, equipment and supplies will need to be shifted to the west side of the shop or stored outside during this resurfacing process. A typical floor resurfacing is expected to last 10-15 years in a Public Works facility with heavy trucks, equipment maneuvering and heavy iron making contact with it. Small area patching is expected half way through its life to touch up damaged areas. Three Quotes were requested to complete the resurfacing of the east half of the Public Works Shop Floor. One failed to propose the project as outlined and the two proposals meet the requirements and are as follows: Contactors Project Cost Greystone $35,000 .0 0 Swede Bro $3 1,600 .0 0 Surface Pro Rejected FISCAL IMPACT: Included in the 2025 CIP was $35,000 to complete the floor resurfacing of the east half of the Public Works shop floor in 2025. Funding is split between the Water, Sewer, Stormwater Funds. The Second Phase will be proposed in 2026 and is planned to be funded from the General Fund/Streets and parks. Swede Bro was the lowest responsible bidder RECOMMENDATION: “Motion to approve contracting Swede Bros to resurface the east half of the Public Works shop floor not to exceed $35,000” ATTACHEMENTS: Greystone Proposal Swede Bro Proposal 1409 159th Ave. NE • Ham Lake, MN 55304 Office: 763-434-9237 www.swedebro.com estimating@swedebro.com Customer: City of Lake Elmo Date: 8/13/25 388 Laverne Ave N – Suite 100 Lake Elmo, MN 55042 RE: Public Works Garage – East Portion Product Description: Aggregate Filled Epoxy Coating System (75-80 mil thick system) – Approx. 7,920 sq. ft. Process Description: − Mechanically steel shot blast and/or diamond grind concrete to profile and prepare. − Fill cracks, seams, joints and minor defects. − Apply epoxy primer. − Apply 100% solids epoxy and broadcast silica sand to refusal. − Seal floor with epoxy top-coat in final colors and texture TBD. Pricing is based on the Cooperative Purchasing Connection and the BrightWorks Service Cooperative – Contract 21.16-SWB ***See next page for additional information/requirements*** Cement, acid, and stain colors cannot be precise; therefore, finished color and texture will vary from any color charts or samples shown. All existing expansion joints may be re-cut; cracks in base substrata may reoccur. Bids and prices are valid for 45 days Total Price $31,600.00 Deposit for Materials Required NA BALANCE DUE $31,600.00 Contract subject to terms/conditions listed. Unpaid balances after 60 days of completion may be sent to collections. Unpaid balances are assessed a 1.5% (18% APR) finance charge per month after 30 days. A mechanic’s lien may be filed on any unpaid balances after 60 days. Buyer’s Signature Date Project Specifics: • Project is bid for standard wage rates • Project is bid for standard working hours • Project is bid for one phase – 5-6 working days • Additional phases will require remobilization charges not less than $2,500.00 • Foot traffic can resume 24 hours after final coat is installed • Heavy/wheeled traffic can resume 72 hours after final coat is installed • Bid does not include any leveling or filling of low areas in the concrete – “duck ponds” may still exist after the work is completed Work Site Needs: (Provided by means of the client) Items that need to be removed prior to our arrival • All items from the workspace • Floor to be broom swept (Sweeping Machine is sufficient) Additional onsite requirements • SwedeBro requires exclusive access to the area for the duration of the project • Dumpster for disposal of project debris. IF a dumpster is not available one can be provided for an additional fee not to exceed $700.00. • Overhead lighting – sufficient to perform work and representative of finished lighting • Temperature controlled environment – Slab temp must be above 60 degrees for 48 hours prior to installation • Electrical access – If sufficient power is not available and a generator is needed additional charges will apply o Demo Scope – 220 Three Phase 40 amp or 220 Single Phase 60 amp…we will provide pigtail(s) for hook-up, client provides breakers and panel connection o Installation Scope – Minimum of three 20-amp outlets on separate breakers within 150 feet of the workspace • Access codes/keys, etc. THIS CONTRACT SUBJECT TO THE TERMS AND CONDITIONS LISTED BELOW 1. The terms set forth in this agreement are intended as the complete and exclusive statement of the contract and may not be contradicted by evidence of any prior agreement or of a contemporaneous oral agreement. Only a memorandum signed by both parties and their authorized agent may amend this contract. Any changes to this contract may subject Buyer to additional charges. 2. Seller will complete work as expediently as possible once started and begin work within terms agreed to. Seller is not responsible for delays beyond his control. 3. This agreement is the actual order of the items listed above and it is understood that all items are custom made and all work is custom. Deposit is non-refundable. In case of sale of home or business, contract may be terminated upon payment to Seller of a sum equal to one third of the remaining balance. 4. Buyer agrees to and has read the Chemical Stain Disclaimer form (if necessary), and Expectation form. 5. Balance of money is due upon completion of work. If claim for payment is placed in the hands of an attorney for collection, Buyer agrees to pay Seller a reasonable attorney’s fee fixed by the court. 6. Except as provided in writing, Seller does not warrant the goods covered by this agreement and no other warranty expressed or implied is made by Seller. Seller is also not responsible for slip resistance chosen by the Buyer. If Buyer desires to change slip resistance, additional charges will apply. 7. Warranty is void with regard to any part or parts subject to abuse, neglect, or accidental causes including but not limited to: fire, flood, acts of God, and war. 8. Seller is not responsible for sub-surfaces such as concrete during the installation due to the fact the prior conditions of the surfaces cannot be determined. Any problems that occur due to these sub -surfaces cannot be warranted. This includes moisture transmission and hydrostatic pressure in concrete. Any defects in sub- surface will not be addressed unless listed above. 9. Seller will make every reasonable effort, in advance, to protect landscaping, walls and all adjacent areas and items from damage; however, Seller cannot warranty these areas against possible damage. It is the responsibility of the Buyer to protect these areas. Pools must be drained during installation. 10. Seller will not assume responsibility of damage caused by non-recommended maintenance procedures. It is agreed that Seller shall not be liable for any defect or damage resulting from installations requested by Buyer that depart from accepted installation methods. If an unauthorized person services the surface, any warranty is automatically voided, and Seller assumes no liability or responsibility for damage. 11. In cases where buyer does not own the home or business to which Seller is installing surface, buyer represents that he has permission of owner to install surface and is fully responsible for completion of contract. Condominium owners, homeowners, and business owners responsible to associations or boards represent that they have or will obtain any necessary approvals. 12. Buyer grants Seller permission to photograph the installation and installation site and use such photographs in future sales presentations and advertising. 13. During the project, Seller may substitute better quality and/or more expensive products and/or processes with or without the verbal or written approval of the Buyer. 14. Buyer must notify Seller a minimum of 48 hours (not including weekends) prior to the scheduled start day of any delays or postponement. If Seller is not notified at least 48 hours in advance, additional charges will be added. 15. Any person or company supplying labor or materials for this improvement to your property may file a lien against your property if that person or company is not paid for the contributions. Under Minnesota law, you have the right to pay persons who supplied labor or materials for this improvement directly and deduct this amount from our contract price, or withhold the amounts due them from us until 120 days after completion of the improvement unless we give you a lien waiver signed by persons who supplied any labor or material for the improvement and who gave you timely notice. Your Vision. Our Team. Great Projects. 2995 Winners Circle Drive #200, Shakopee, MN 55379 | 952-496-2227 | GreystoneConstruction.com Budget Proposal Prepared for Marty Powers City of Lake Elmo Shop Floor Lake Elmo, MN 7/17/2024 Scope of Work · Grind, Patch and Seal Existing Concrete Flooring o Figured a 3 pass Diamond grind to the existing concrete floor o Includes application of Hardner/Densifier o Includes application of Concrete sealer o Includes patching of minor chips, spawls, holes o Assumes project area is clear and ready for work Alternate #1 – 90’x90’ $35,000 · Approx. 8,100 sqft Alternate #2 – 90’ x180’ $65,000 · Approx. 16,200 sqft Alternate #3 – 20’x20’ $4,000 · Approx. 400 sqft Proposal prepared for City of Lake Elmo Shop Floor | Lake Elmo, MN Page 2 of 4 Exclusions (unless noted in scope above) · Design and Code Compliance · Engineering/Architectural Design · Permits · Utility/Private Locates · Signage · Unforeseen Below Grade Conditions · Emergency Responder Communication Enhancement System · Hazardous Materials · Material Testing · Special Inspections · Winter Conditions · Temp Enclosures · Electrical · Fire Suppression · Mechanical/HVAC · Plumbing · Irrigation · Security Equipment · Landscaping · Seed/Sod Clarifications · Work to be performed between Monday and Friday during regular hours · No overtime or weekend work included · This proposal may be withdrawn by Greystone if not accepted within 30 days · Upon acceptance of this proposal, all notations as stated above shall be incorporated as part of the contract documents unless otherwise noted · The attached Terms of Agreement are part of this Proposal Proposal Prepared By Christian Mertz, Project Manager Greystone Construction | Facility Solutions Division Email: CMertz@greystoneconstruction.com Office: 952-278-1136 | Mobile: 612-979-5818 Proposal prepared for City of Lake Elmo Shop Floor | Lake Elmo, MN Page 3 of 4 Terms of Agreement 1. The Work. Contractor agrees to perform, and Owner agrees to accept, the work described per the attached Proposal. 2. Contract Price. Owner agrees to pay to Contractor for the Work in the sum identified in the attached Proposal. 3. Payment Terms. Invoice upon Completion, Due Net 30 Days, No Retainage. At Contractor’s option, monthly progress invoices for projects exceeding 45 days or that require vendor down payment(s), Due Net 30 Days, No Retainage. Payment due but unpaid shall bear interest at the legal rate. 4. Insurance. Contractor shall secure and maintain insurance policies and limits per the attached sample insurance certificate. Owner shall secure, name contractor as additional insured, and maintain policies of property (builder’s risk) and general liability insurance which include coverage for the Work. The parties waive all rights against each other and any of their agents and employees for damages caused by the other to the extent such damages are covered by any of the insurance policies required herein. Prior to the commencement of the Work, each party shall deliver to the other certificates of insurance evidencing the existence of the required insurance. 5. Claims for Consequential Damages. The Contractor and Owner waive claims against each other for consequential damages arising out of or relating to this Contract. This mutual waiver includes damages incurred by the Owner for rental expenses, for losses of use, income, profit, financing, business and reputation, and for loss of management or employee productivity or of the services of such persons; and damages incurred by the Contractor for principal office expenses including the compensation of personnel stationed there, for losses of financing, business and reputation, and for loss of profit except anticipated profit arising directly from the Work. 6. Covenant/Completion of the Work. Contractor shall complete the Work per the schedule outlines. If the progress of the Work is delayed by inclement weather, delays in delivery of materials, acts of God or other casualties or causes beyond Contractor’s control, then the time to commence and/or complete the Work herein shall be extended accordingly along with applicable damages, if any. 7. Indemnification. Contractor, shall indemnify and hold harmless the Owner, its agents and employees, from and against any claims, damages, losses and expenses, arising out of or resulting from the performance of the Work, but only to the extent caused solely by the negligent acts or omissions of Contractor, its subcontractors, anyone directly or indirectly employed by Contractor. Owner agrees to indemnify and hold harmless the Contractor and Design Consultants, and all Subcontractors and Subsubcontractors of Contractor, harmless from all claims for bodily injury, property damage to the extent that such claims are caused by a negligent act or omission of the Owner, its subcontractors, anyone directly or indirectly employed by the Owner and arise from the Owner’s operations under this Agreement. 8. Warranty. The Contractor warrants to the Owner that all materials and equipment furnished under this Agreement will be new, unless otherwise specified, and that all Work will be of good quality, free from improper workmanship, and defective materials, and in conformance with the Drawings and Specifications. The Contractor agrees to correct all Work performed by it under this Agreement which proves to be defective in material and workmanship within a period of one year from the Date of Substantial Completion. The giving of the warranty in this Section shall not be construed to limit or modify any other legal rights or remedies of the Owner, but shall be in addition to such rights and remedies. 9. Permits. Party responsible to obtain and pay for the building permit and any other permits and governmental fees, licenses and inspections necessary for proper execution and completion of the Work will be per the attached Proposal. 10. Condition of Site. Owner shall provide Contractor with information regarding the condition of the site prior to commencement of construction, including surveys, soils reports and information regarding underground utilities, tanks or other buried equipment or obstructions. Contractor shall not be responsible for damage to known or not known private underground utilities, tanks or other buried equipment or obstructions not clearly disclosed to Contractor prior to commencement of the Work. 11. Existing Conditions. When bound by existing conditions for any work consisting of “replacement in kind” the contractor endeavors to achieve such results with commercially available materials, but does not guarantee exact replication nor warrant that the replacement will meet current codes. Proposal prepared for City of Lake Elmo Shop Floor | Lake Elmo, MN Page 4 of 4 12. Environmental Hazards. Owner is responsible to notify contractor of any known environmental hazards. Owner is responsible for damages and delays for abatement of any known or unknown environmental hazards uncovered during construction. 13. Use of Site. Owner shall provide Contractor with open access to the site for purposes of performing the Work. 14. Clean Up. Contractor shall keep the premises and surrounding area free from accumulation of debris and trash related to the Work. 15. Governing Law. These Terms of Agreement shall be governed by the laws of the place where this project is located. 16. Notice of Lien Rights. Pursuant to Minn. Stat. § 514.011, if construction on non-commercial building or commercial building of 5000 square feet or less Contractor provides the following notice to Owner: (A) ANY PERSON OR COMPANY SUPPLYING LABOR OR MATERIALS FOR THIS IMPROVEMENT TO YOUR PROPERTY MAY FILE A LIEN AGAINST YOUR PROPERTY IF THAT PERSON OR COMPANY IS NOT PAID FOR THE CONTRIBUTIONS. (B) UNDER MINNESOTA LAW, YOU HAVE THE RIGHT TO PAY PERSONS WHO SUPPLIED LABOR OR MATERIALS FOR THIS IMPROVEMENT DIRECTLY AND DEDUCT THIS AMOUNT FROM OUR CONTRACT PRICE, OR WITHHOLD THE AMOUNTS DUE THEM FROM US UNTIL 120 DAYS AFTER COMPLETION OF THE IMPROVEMENT UNLESS WE GIVE YOU A LIEN WAIVER SIGNED BY PERSONS WHO SUPPLIED ANY LABOR OR MATERIAL FOR THE IMPROVEMENT AND WHO GAVE YOU TIMELY NOTICE. 17. Entire Agreement. Terms of Agreement, together with the Proposal constitute the entire Agreement between the Contractor and the Owner with respect to the Work. The Agreement may be amended or modified only in writing and signed by both of the parties. Acceptance of unmodified Agreement is triggered upon the earliest of the following: 1) issuance of an owner PO; 2) notice to proceed; 3) start of the Work. Terms agreed to by: OWNER CONTRACTOR Greystone Construction Company By By Title Title Date Date STAFF REPORT DATE:09/02/2025 Consent TO: CITY COUNCIL AGENDA ITEM: Lions Park Playground Replacementat FROM: Assistant Public Works Director – Adam Swanepoel REVIEWED BY: Public Works Director – Marty Powers CORE STRATEGIES: ☒ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☒ Managed Growth ☐ Resilient Infrastructure BACKGROUND: The Lions Park playground, installed in 2000, has surpassed its lifespan and is slated for future replacement, as discussed in the 2024 and 2025 capital improvement plans. Survey results from the Parks Master Plan in 2024 showed 58% of those surveyed visited Lions Park. Lions Park was also listed as the #1 park most often visited by users. Survey results also showed playground use was the 2nd most common activity people used the park for. At the July Parks Commission meeting, commissioners agreed to move forward with the planning and design of a new play set. Recommendations for the playset were to design a park to serve kids ages 5-12+, incorporate an active play, add benches and offer items that would be suitable for teens. The following options were brought in front of the Parks Commission on August 18, 2025. The commission voted 6-0 all in favor of recommending option #4 to City Council. The recommendation at the time was to not exceed $317,000, knowing there will be landscaping to complete following the projects completion. ISSUE BEFORE CITY COUNCIL: Would City Council like to approve a newly constructed playset at Lions Park using option #4 not to exceed $317,000? PROPOSAL DETAILS/ANALYSIS: Flagship Recreation and St. Croix Recreation have both provided options for a playset which incorporates the recommendations made by the Parks Commission. Option 1: Offers a single tower structure with three slides. An additional structure is attached by means of a cargo net. This second structure also provides a sliding option and a shade canopy and, in addition, a merry-go-round, Topsy Turny Spinner and a swing with six seating options. The area is expanded to incorporate additional equipment including a Flex Swing and Rhapsody Vibra Chimes. This option provides a Poured in Place rubber surfacing on approximately 2300sq ft., allowing access to equipment and swings. The remining area is filled with wood safety chips. Total equipment cost for this project is $176,958 with a total installed price of $298,723.62. Option 2: Offers a double tower with two slides connected by a Flex Climber. An additional Folio Balance Climber and Fox Den serve as a continued place to hang out and explore. A seesaw and two saddle spinners are offset from a merry go round. This option also offers a swing with six options as well as two ziplines. This playset does offer many ADA components including adaptable swings and poured in place rubber surfacing. The total equipment cost for this option is $192,289, with a total installed price of $297,705.05 Option 3: Offers a double tower with two slides, the tallest slide being 12 feet tall. Both towers are connected by means of an elevated tunnel. This structure offers a number of climbing options to access the tower in addition to a separate Forge Climber. A zipline, six swings, and multiple spinners add play features for active kids while the Fox Den provides a place for users to lay and relax. Several sensory features are incorporated throughout the site as well. Four benches are installed throughout the area for additional seating for parents or visitors. The total equipment cost for this option is $223,068, with a total installed price of $298,092.27 Option 4: Similar to option three with the tower structure and slides, this option offers a separate Crab Trap climbing structure which has multiple access points and challenges. This structure is ADA compliant and has multiple climbing routes. Additional Music Chimes offer a means of sensory play while seesaw, Topsy spinner and six seat swing offer means of active play. Three benches are installed around the play structure in this option for parents and visitors. The total equipment cost for this option is $234,197.00, with a total price of $315,400.39. Option 5: Offered by St. Croix Recreation is a 24’ high double tower with seven slides. The towers are connected by an elevated rope tunnel. A four-placement swing set fits into the current swing location and offers a child swing and adaptive swing for users. Multiple access points to this structure offer means of active play and maze options. Equipment cost for this option is $227,493 with a total project cost of $300,000. On 08/5/2025 the Public Works Department surveyed families that attended the National Night Out Event in Lake Elmo. Visitors were able to see all 5 options and voted on their favorite playset. With nearly 120 votes from the evening, option three was the most popular followed by options two and five. Options 1-4 did expand the play area using a smaller concrete border. The play area would extend up to the future trail near the parking lot. As an oversite, the property lot lines in this area do not follow the current landscape. The city would need to update an easement and maintenance agreement if any of these options were pursued. The contractor has noted that a change in the equipment placement and adjusting the concrete border could keep all structures on city property. FISCAL IMPACT: Fiscal impacts are outlined in the 2026-2035 Capital Improvement Plan (CIP). CIP items are funded though the Parks Dedication Fund while Operations and Maintenance items are funded through the Public Works Budget. The current CIP has $300,000 allotted to the replacement of the playground set at Lions Park. RECOMMENDATION: “Motion to purchase and install a new playground set as proposed by city staff at Lions Park with expenses not to exceed $317,000.” POSITION TITLE Finance Analyst and Utility Billing Clerk DEPARTMENT REPORTS TO GRADE LEVEL STATUS Administration Finance Director 5 Full-time, Non-exempt POSTION SUMMARY The Finance Analyst & Utility Billing Clerk performs intermediate work in the Finance Department. This position is responsible for assisting in the research and development of financial planning documents, policies, and practices and for assisting with maintenance of the city's utility billing records and accounts, cash receipting and customer service. The position also provides back-up to the Accounts Payable & Payroll Clerk as needed. Work is performed under moderate supervision. ESSENTIAL DUTIES AND RESPONSIBILITIES Financial Analysis: (50%) Assist with the research, development, revision and documentation of financial policies and practices. Assist with preparation of fiscal and budget documents and presentations. Provide support and training for city staff regarding financial policies, practices and software. Collaborate in the implementation and ongoing management and training of the City’s financial software and related systems. Assist with grant reporting and invoicing. Utilize Sensus AMI to track trends and assist with development and coordination of water conservation programs and communications. Assist with analysis of various expenditures to find opportunities for cost savings and process improvements. Assist with development and maintenance of fixed asset databases. Utility Billing: (50%) Provide customer service on-site, front counter, e-mail inquiries and phone calls Responsible for utility billing processing: including processing bills, payments and adjustments as needed Collect and enters data, prepares invoices and billing reports; posts transactions; processes meter deposits and refunds; processes work orders for connections or disconnections; performs related other public works services as requested; mails bills; processes rebates Pursue collection of delinquent utility accounts; prepares final notices, shut-off and turn-on orders; researches accounts Assist new customers in account set-up and changeovers, including online billing system Complete assessment and utility search inquiries Assist the Finance Director in preparing the annual assessment report for the County Working with Public Works as new meters are set-up and meters are shut off Compose correspondence, documents and reports when required or requested. Assist with water usage reporting out of Sensus AMI. Finance Administration: Finance Analyst and Utility Billing Clerk Updated: August 2025 Provide back-up for AP and Escrow. Assist with build-out of Finance files in Laserfiche. Assist with year-end audit schedules and preparation Process miscellaneous cash receipts daily. Other duties as assigned KNOWLEDGE, SKILLS AND ABILITIES Demonstrate ability to prioritize tasks, solve problems and meet deadlines. Work well with internal staff and provides them with accurate and timely financial reports and problem resolution when appropriate. Make minimal errors completing recurring entries, utility billings, calculations, subsidiary spreadsheets, etc. Promptly resolves accounting problems in a constructive and well-documented manner. Commitment to exceptional customer service and a positive attitude. Demonstrate a team player approach and a high level of professionalism in assisting staff. Demonstrate initiative in process improvement opportunities. Ability to perform successfully with minimal supervision. Ability to maintain adequate and positive working relationships with staff and the public. MINIMUM QUALIFICATIONS Education: High School/GED Experience: One to three years’ experience in bookkeeping, accounting, and/or general office experience, providing customer service and interacting with the general public. DESIR ED QUALIFICATION Education and moderate experience in accounting and finance Ability to exercise independent judgment and discretion in decision-making Ability to effectively problem solve using analytical and strategic thinking Previous government experience; Knowledge of principles and practices of local government Advanced computer software experience and proficiency in Word, Xcel and other financial software packages such as BS&A and Springbrook Process basic computer skills, including experience using Microsoft Office, web browsing, basic computer mapping (Google Maps), and Adobe COMPETENCIES COMMON TO ALL CITY POSITIONS Develop and maintain a thorough working knowledge of and compliance with all departmental and applicable city policies and procedures. Demonstrate by personal example the spirit of service, excellence, and integrity expected from all staff. Develop respectful and cooperative working relationships with co-workers, including willing assistance to newer staff to perform job responsibilities confidently and quickly. Confer regularly with and keep your immediate supervisor informed of all critical matters about the applicable job functions and responsibilities. Represent the City of Lake Elmo professionally to the public, outside contacts, and constituencies. PHYSICAL AND MENTAL REQUIREMENTS Positions in this job typically require sitting, feeling, manual dexterity, grasping, talking, hearing, typing, and seeing. This position encounters unexpected and prolonged workdays, stress, and pressure from dealing with emotional issues and conflicts. There is also sustained exposure to computer keyboards Finance Analyst and Utility Billing Clerk Updated: August 2025 and video screens. This position is generally light-duty and may require the exertion of up to 20 pounds of force on occasion and the ability to lift, carry, push, pull, and move objects. The individual may encounter unexpected and prolonged workdays, stress, and pressure from dealing with emotional issues and conflicts. WORKING CONDITIONS Most work is performed in an office setting. **The physical demands and work environment characteristics described here represent those an employee encounters while performing essential functions of this job. Reasonable accommodations can be made to enable individuals with disabilities to perform basic functions. The above statements are intended to describe the general nature and level of work being performed by individuals employed in this job. They are not intended to be an exhaustive list of all duties and qualifications required of personnel in this job. The employer reserves its right to change the job description and establish, modify or eliminate job duties and responsibilities and jobs at its discretion with or without notice. ACKNOWLEDGEMENTS I acknowledge reviewing this job description. ________________________________________________________________________ _______________ Employee Name (Print)Employee Signature Date ________________________________________________________________________ _______________ Supervisor Name (Print)Supervisor Signature Date STAFF REPORT DATE:September 2, 2025 CONSENT TO: Mayor and Councilmembers FROM: Jennifer Doyle, Administrative Services Coordinator AGENDA ITEM: Change in job description CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☒ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☐ Resilient Infrastructure BACKGROUND: After evaluating the needs of the Finance Department, we have found the Utility Billing Clerk position has some capacity to handle some additional tasks, especially with the implementation of the new finance BS&A software that will add some efficiencies. This job description includes the addition of tasks such as grant accounting, water conservation, and special projects such as the implementation of the new finance software. ISSUE BEFORE COUNCIL: Consideration of changing the Utility Billing Clerk job description to Finance Analyst & Utility Billing Clerk. PROPOSAL DETAILS/ANALYSIS: Staff evaluated how the Utility Billing position could better assist the Finance department with some additional needs found within the department. The position has capacity to handle some additional tasks that would be considered a higher level than the utility billing duties. It was determined to move the proposed job from grade level 4 to grade level 5, to account for the increased level of tasks. FISCAL IMPACT: This would have a minimal impact on the 2025 budget and is included in the 2026 budget. OPTIONS: 1.)Approve the Finance Analyst & Utility Billing Clerk job description. 2.)Do not approve the Finance Analyst & Utility Billing Clerk job description. RECOMMENDATION: If removed from the consent agenda: “Motion to approve the Finance Analyst & Utility Billing Clerk job description.” ATTACHMENTS: Finance Analyst & Utility Billing Clerk job description STAFF REPORT DATE:September 2, 2025 CONSENT TO: Mayor and Councilmembers FROM: Jennifer Doyle, Administrative Services Coordinator AGENDA ITEM: Wage Increase for Ryan Ness CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☒ Efficient, reliable, innovative services ☐ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☐ Resilient Infrastructure BACKGROUND: Council has considered the change in the Finance Analyst & Utility Billing Clerk position. Ryan Ness is currently in the Utility Billing position and would be taking on the additional responsibilities outlined in the updated job description. ISSUE BEFORE COUNCIL: Approval of the increased wages for Ryan Ness. PROPOSAL DETAILS/ANALYSIS: Ryan was hired in February 2023 as the Utility Billing Clerk. With the additional responsibilities that were approved to be added to the Finance Analyst & Utility Billing Clerk position and the increase in the grade level for the position, Ryan’s wage would also be impacted by the change. Ryan is currently at grade level 4, step 10. Staff is proposing to move Ryan to grade level 5, step 8. FISCAL IMPACT: This would have a minimal impact on the 2025 budget and is included in the 2026 budget. OPTIONS: 1.)Approve the wage increase for Ryan Ness. 2.)Do not approve the wage increase for Ryan Ness. RECOMMENDATION: If removed from the consent agenda: “Motion to approve the wage increase for Ryan Ness.” ATTACHMENTS: None STAFF REPORT DATE:September 2, 2025 REGULAR AGENDA TO: Mayor and Councilmembers FROM: Nicole Miller, City Administrator Marty Powers, Public Works Director AGENDA ITEM: Acceptance of Public Works Operational Assessment Report CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☒ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☐ Resilient Infrastructure BACKGROUND: January 2025 the City Council authorized a contract with Raftelis to conduct an independent operational assessment for our Public Works Department. The purpose of this assessment was to work in partnership with the department to align with best practices, efficient operations, use of technology, and to match the department size with our growing community and service level expectations. In May 2025, Raftelis presented the draft report to City Council during a workshop. The City Council directed Raftelis to include benchmarking data in their final report. Raftelis and City Staff have been working together over the last seven months to exchange information, discuss current operations, future department goals and agree on recommendations that would be support the City’s goals. ISSUE BEFORE COUNCIL: Should the City Council accept Public Works Operational Assessment? PROPOSAL DETAILS/ANALYSIS: Raftelis was retained to perform an operational assessment of our Public Works Department. The assessment’s scope and outcomes included: Organizational analysis Workload and staffing Best practices, efficient operations Strategic alignment opportunities Management practices and business processes Gap analysis The consultant has completed the assessment and submitted the final operations report. The report includes findings, recommendations, benchmarking and implementation strategies aimed at strengthening organizational effectiveness and planning for the future of the department. The final report incorporates feedback and support from management staff. City Staff have been an active participant in this process and fully support the report and its recommendations. Staff believe the recommendations are practical, achievable, and aligned with the City’s long-term goals. Staff is satisfied with the final report and will begin to utilize the implementation plan to move the department forward. Acceptance of this report does not constitute adoption of all recommendations but formally acknowledges receipt of the completed report and provides a strong foundation to move forward with operational improvements that will enhance efficiency, services delivery, operational effectiveness and improve department culture. Next steps will include staff creating a workplan to implement the recommendations. FISCAL IMPACT: The recommendations for staffing have been included in the 2026 budget. RECOMMENDATION: Staff is recommending that the City Council accept the Public Works Operational Assessment Report. The recommended motion is: “Motion to accept the Public Works Operational Assessment conducted by Raftelis.” ATTACHMENTS: Public Works Operational Assessment Final Repot Presentation CITY OF Lake Elmo, MN Public Works Organizational Assessment Report / August 20, 2025 CITY OF LAKE ELMO, MN PUBLIC WORKS ORGANIZATIONAL ASSESSMENT This page intentionally left blank to facilitate two-sided printing. 19 Garfield Place, Suite 500 Cincinnati, OH 45202 www.raftelis.com June 17, 2025 Nicole Miller City Administrator City of Lake Elmo Subject: Public Works Organizational Assessment Project Report Dear Ms. Miller, We are pleased to present this project report for the City of Lake Elmo Public Works Organizational Assessment. The report includes observations and recommendations for incorporating best management practices into Public Works operations and creating staff capacity in several key areas. The Public Works staff who engaged in this process take pride in their work and strive to offer exceptional service to the community. The operational improvements and staffing adjustments that are recommended here are intended to make the Public Works staff more efficient and effective. Addressing these areas will ensure that the Department of Public Works continues to be an asset to the Lake Elmo community. Thank you for the opportunity to work with the City of Lake Elmo. Sincerely, J. Scott Parker Vice President – Organizational Assessment CITY OF LAKE ELMO, MN PUBLIC WORKS ORGANIZATIONAL ASSESSMENT This page intentionally left blank to facilitate two-sided printing. CITY OF LAKE ELMO, MN PUBLIC WORKS ORGANIZATIONAL ASSESSMENT Table of Contents EXECUTIVE SUMMARY ........................................................................ 1 INTRODUCTION ..................................................................................... 3 BACKGROUND AND METHODOLOGY .......................................................... 3 ABOUT THE CITY OF LAKE ELMO ................................................................ 3 ABOUT THE PUBLIC WORKS DEPARTMENT .............................................. 4 Core Services Matrix .......................................................................................................5 Staffing..............................................................................................................................6 ANALYSIS AND RECOMMENDATIONS............................................... 7 Comparative Analysis of Workloads Over Time ...........................................................8 Labor supply has not increased in proportion to workload demands ...................... 14 Comparative analysis to peer communities ................................................................ 15 Lake Elmo’s service needs differ from its peers ......................................................... 16 Lake Elmo is lightly staffed compared to peers .......................................................... 20 Lake Elmo’s water and sewer are lightly staffed compared to national averages ... 24 IMPLEMENTATION PLAN ................................................................... 39 CONCLUSION ...................................................................................... 42 CITY OF LAKE ELMO, MN PUBLIC WORKS ORGANIZATIONAL ASSESSMENT List of Tables Table 1: List of Report Recommendations ...............................................................................2 Table 2: Public Works Department Core Services ...................................................................5 Table 3: Selected Department Statistics and Authorized FTEs, 2013 – 2023 ........................9 Table 4: Annual Hours Worked by Public Works ................................................................... 15 Table 5: Calculated Public Works FTEs .................................................................................. 15 Table 6: Calculated Public Works FTEs and Workload Indicators ....................................... 15 Table 7: Relevant 2023 ACFR Data from Peer Communities ................................................ 16 Table 8: Proposed Implementation Plan for Recommendations .......................................... 39 List of Figures Figure 1: Public Works and Relevant Departments’ Organizational Structure, FY2024 .......5 Figure 2: Water Customer Accounts per PW FTE ....................................................................9 Figure 3: Sewer Customer Accounts per PW FTE ................................................................. 10 Figure 4: MGD Water Produced per PW FTE .......................................................................... 11 Figure 5: MGD Wastewater Collected per PW FTE ................................................................ 12 Figure 6: Acres of Parkland per PW FTE ................................................................................ 13 Figure 7: Miles of Paved Road per PW FTE ............................................................................ 14 Figure 8: % Change in Population (2019 – 2023) ................................................................... 17 Figure 9: Population / Street Miles .......................................................................................... 18 Figure 10: Population / Water Pipe Miles ................................................................................ 19 Figure 11: Population / Sewer Pipe Miles ............................................................................... 20 Figure 12: Population / PW FTE ............................................................................................... 21 Figure 13: Street Miles / Streets FTE ....................................................................................... 22 Figure 14: Water Pipe (mi.) / Water FTE .................................................................................. 23 Figure 15: Sewer Pipe (mi.) / Sewer FTE ................................................................................. 24 Figure 16: 2023 Lake Elmo Water Accounts / FTE versus AWWA Benchmarking Data ..... 25 Figure 17: Lake Elmo Sewer Accounts / FTE versus AWWA Benchmarking Data ............. 25 Figure 18: Projected PW FTEs Assuming the Staffing Rate of Regional Peers .................. 30 Figure 19: Proposed Organizational Structure with Addition of Lead Operator and Operators .................................................................................................................................. 32 PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 1 Executive Summary The City of Lake Elmo (City) contracted Raftelis to complete an operational, organizational, and management analysis of its Department of Public Works (Department). This assessment aimed to identify opportunities for improving operational efficiency and effectiveness and review organizational structure, technology, processes, and policies to provide efficient and effective service to the fast-growing community of Lake Elmo. To complete this assessment, the project team engaged with nine operators, three members of the leadership team, three members of the billing, finance, and HR departments, and three (contracted) engineering team members to develop a comprehensive understanding of the Public Works Department operations. The perspectives from staff and leadership were combined with an analysis of available data and information related to current workloads and staff performance, including data related to capital and operating statistics, service level targets, budgets, capital improvement plans, and annual financial reports. Information gained from interviews and documentary research was compared with industry best practices and helped shape a series of recommendations with the intent of improved efficiency and effectiveness of Department operations, while working to ensure the ability of the Department to handle continued growth in the future. The City of Lake Elmo has several unique challenges associated with its Public Works operations. For example, the City has experienced rapid population growth over the last 10 years. By 2050, Lake Elmo is expected to be the fastest- growing community in Washington County, with a population projected to increase 67% to 19,000 residents by mid- century1. More recently, the City’s growth rate has ranked as the fastest growing in the entire state2. In some important ways, the growth in workload demands that Public Works has experienced has far outpaced the rate of population growth. In 2013, the City had only several dozen sewer customers and now has over 2,600. In the same time span, the City’s water customers have grown from just over 1,000 to approximately 3,500. The City and its residents also have had concerns over PFAS contamination in the water supply, to which the City settled a $2.7M drinking water lawsuit with 3M3. Despite these challenges, in many respects the Department is providing a high level of service, given its size and challenges. For example, it has developed and tracks service level targets, such as valve exercising, hydrant flushing, and sewer jetting. The service level targets qualify as industry best practices, and the Department, to this point, has been able to meet its targets. These types of preventative maintenance activities are needed if the Department is to maximize the value it receives from its assets. In addition, the Department has implemented asset management software (Beehive) that allows the Department to track maintenance activities and the condition of its assets. Finally, the Department has a pay grade structure (Operator III, II, I) that rewards employee motivation, and is at least partly responsible for the superior employee retention observed. Ultimately, the primary difficulties faced by the Department are growth-related. While it has been able to meet its service level targets, the effort has clearly strained the Department and its resources, and the current pace is unlikely to be sustainable. The Department last created additional Operator positions in 2019. In just the four years from 2019 to 2023, the growth in the Department’s major service areas has been rapid, with cumulative growth of: 74% increase in sewer customers 1 Population growth in Lake Elmo: https://bringmethenews.com/minnesota-news/lake-elmo-rosemount-and-carver- among-cities-set-for-population-boom 2 https://www.startribune.com/lake-elmo-growth-rate-surges/600179062 3 PFAS Lawsuit: 3M, Lake Elmo settle for $2.7M, land transfer in drinking water lawsuit | MPR News 2 CITY OF LAKE ELMO, MN 39% increase in sewer pipe length 43% increase in water customers 55% increase in water pipe length 23% increase in park acreage The Department has taken steps to gain efficiency (e.g., improved water meter technology, screening of utility locates requests) and should be applauded for those efforts. Nevertheless, there are limits as to what can be gained via efficiency measures without adding staffing capacity. The recommendations contained within this report are intended to help the Department adapt to the growth it has seen as well as prepare it to meet workload demands in the future. Overall, fully implementing our recommendations will require dedicated effort over the next one to three years. The table below summarizes the recommendations included in this assessment by topic area. Table 1: List of Report Recommendations Number Recommendations Yearly Planning and Prioritization 1 Create an annual work plan to determine when significant work initiatives are scheduled or expected. Organizational Structure and Staffing 2 Use the annual work plan to revisit policies restricting Operator PTO. 3 Modify the Department’s summer hours to increase efficiency. 4 Increase staffing by one Operator and one Lead Operator in 2025 and an additional staff member in 2026. 5 Designate about six Operators as Utility Specialists and limit on-call rotations to the Utility Specialists. 6 Edit the Director’s job description to remove responsibilities for heavy equipment operation and add focus on public outreach and achieving strategic goals. 7 Hire an administrative assistant to help with administrative needs. 8 Reevaluate fleet maintenance within the City and eliminate auto repair responsibilities from employees who are not certified mechanics. 9 Stakeholders within the City should collaborate on potential Parks staffing. Work Processes 10 Implement the Beehive CMMS to fully utilize its capabilities. Leadership 11 Obtain leadership training for those in supervisory roles. Safety 12 Work to instill and sustain a culture of safety. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 3 Introduction Background and Methodology The City of Lake Elmo engaged Raftelis to assist with a comprehensive operational, organizational, and management analysis of the Department of Public Works. This assessment aims to analyze operations, service levels, infrastructure management, organizational structure, and staffing levels and to provide recommendations for improving efficiency and effectiveness. After the project kickoff, Raftelis spent two days on-site interviewing key staff and discussing the Department's practices. The consulting team held small group interviews with representatives at all levels to gather insights into daily operations and staff perceptions regarding staffing levels, workloads, intergroup relationships, and potential efficiency improvements. Remote interviews were conducted with the Engineering team to accommodate staff schedules and ensure the project timeline was managed effectively. Information gained from the interviews was then supplemented and verified by a review of documents and data provided by the Department. Sources include: Annual budgets Annual financial reports Capital Improvement Plans (CIPs) Historical staffing levels Growth projections Water and sewer flow rates Operating and capital statistics Public Works metrics Service level targets Job descriptions Annual timecard data Parks Master Plan PTO policies Asset inventories Raftelis then combined information from document reviews with themes identified in the interviews to evaluate the desired level of service compared with staffing levels. This information, where appropriate, was also compared to best practices guidelines from industry organizations such as the American Water Works Association (AWWA). This comparative analysis allowed the project team to clearly define recommendations to increase staff capacity in several key areas and provide a framework for future staffing and service level decisions. About The City of Lake Elmo The City of Lake Elmo spans 24.2 square miles in Washington County, Minnesota. It is located along U.S. Interstate 694, U.S. Route 36, and U.S. Interstate 94, approximately 18 miles northeast of St. Paul, the state capital. The City sits on Lake Elmo, a 256.8acre lake that contains several fish species, making it a destination for boating, shopping, dining, fishing, and other recreational activities. 4 CITY OF LAKE ELMO, MN According to the latest American Community Survey data from the U.S. Census Bureau, the City’s permanent resident population is 13,756.4 The permanent population has grown by nearly 21.5% over the last 10 years. Most Lake Elmo community members reside in owner-occupied housing. About the Public Works Department The City of Lake Elmo's Public Works Department manages the City's water and sewer systems, maintains roadways and sidewalks, performs street sweeping, and oversees the City's infrastructure planning, design, construction, operation, and maintenance. This includes streets, drinking water, sanitary sewer, and stormwater systems. Additionally, the Public Works staff is responsible for maintaining parks, sidewalks, trails, and all City buildings and vehicles. A Public Works Director leads the Department, and the current Director undertook this role in 2019. The Assistant Director oversees the Department's operations and maintains utility maintenance records and planning. According to the City of Lake Elmo’s 2023 budget, the total staffing complement for the Department includes 11.0 full-time equivalent (FTE) positions and operators who oversee parks, water, and sewer. The organizational structure of the Department and other relevant portions of the City’s organizational structure are shown in the figure below. 4 U.S. Census: U.S. Census Bureau QuickFacts: Lake Elmo city, Minnesota PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 5 Figure 1: Public Works and Relevant Departments’ Organizational Structure, FY2024 CORE SERVICES MATRIX The following table provides an overview of core services. This list is not intended to be all-inclusive but illustrates staff responsibilities throughout Public Works. Table 2: Public Works Department Core Services Function Summary Public Parks Maintenance of public works Street and sidewalk sweeping Maintenance of parks and trails Tree trimming Snow plowing and salting roads Utilities Infrastructure planning, design, and maintenance Drinking water 6 CITY OF LAKE ELMO, MN Function Summary Sanitary sewer Stormwater systems Utility locates Hydrant/valve flushing and turning Sewer Lift station and grinder pump maintenance and repair Line maintenance and repair Sewer inspections Sewer line locates STAFFING Authorized staffing in the Public Works Department grew from five to 11 FTEs between 2012 and 2023. In that same time period, water customer accounts grew by 229%, and sewer accounts grew by 8,534%. The staffing levels for the Department have remained at 11 FTEs since 2019, which was the most recent year a new Operator position was added. The only other full-time addition since 2019 was that of the Assistant Director. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 7 Analysis and Recommendations Population growth in a city inevitably increases demand for services. Often, those demands for services grow in rough proportion to the growth in population, and this approximates what is seen with the Department of Public Works regarding its service areas of roads and parks. The rapid population growth Lake Elmo has experienced, growing from 8,069 residents in 2012 to 13,514 in 2023, would strain most municipal departments. Importantly, though, the Department also provides water and sewer services, which have grown at much faster rates than would be suggested by population growth. Prior to 2012, there were no more than 30 sewer customers in the City. The water system, while not as nascent as the sewer system, served only a fraction of the City residents. In other words, the water and sewer systems’ growth are not due just to new residents but primarily to rising participation rates in the utilities from existing City residents. This, combined with simple overall growth, places its own workload demands on services. As mentioned previously in this report, the Department has not added a Public Works Operator since 2019. Nevertheless, it has clearly defined Levels of Service (i.e., target rates for various preventative maintenance activities such as valve turning, hydrant flushing, sewer jetting, etc.). The maintenance activities adhere to industry standards, and the Department successfully implements those plans. It has comprehensive Capital Improvement Plans (CIPs) for each of its service areas, and it has implemented Asset Management software (Beehive). Some of the maintenance service level targets that the Department has set and strives to meet include: Sewers jetted every three years Valves are exercised every three years Unidirectional hydrant flushing performed every summer; dead-end valves flushed in autumn Ditches mowed twice per year Biannual facility inspections Additionally, the Department has established service level targets related to customer service, including: Water or sewer leaks investigated within 30 minutes Water or sewer quality complaints responded to within 24 hours Tree complaints or concerns are investigated within three days Park complaints investigated within one to two days based on safety concerns The Department is also advantaged in a key respect in that its utility infrastructure is almost entirely new. Most cities grapple with the repair and replacement of aging infrastructure while needing to contend with growth. Typically, their ability to perform preventative maintenance can be overwhelmed with the need to conduct reactive maintenance, leading to a downward spiral of asset conditions. For example, the Department’s water and sewer utilities have few assets more than 20 years old, with many being substantially younger. What results is a lower-than- normal demand for reactive maintenance. This will change as the utility systems age; the need to conduct reactive maintenance will rise, even with appropriate preventative maintenance programs. Another advantage held by the Department is its people. The Public Works Operators, in particular, are experienced and have had little turnover. Across the nation, many public works departments and utilities struggle to attract and retain quality operators. Not only does the Department lack this problem, but its rules regarding position grades 8 CITY OF LAKE ELMO, MN (Operator III, II, I) allow operators to “self-promote” if they serve appropriate time-in-service and earn additional licensure levels. Almost every operator in the Department has pursued this strategy, leading to most operators being licensed and classed at the highest grade (Operator I). Despite the strengths of the Department, there are challenges as well. Most notable among them is the heavy workload in the Department and the pressures to meet service-level targets. For various groups within the Public Works, there are concerns regarding work-life balance and morale. In short, while the Department has identified appropriate service level targets and is able to meet them, the pressure and strain required to achieve them has created a somewhat unsustainable environment. If left unaddressed, this level of unsustainability will likely increase as the City continues to grow and assets age. For example, one major issue for operators is the ability to take paid time off (PTO). Additionally, there is a noticeable lack of effective communication between operators and management regarding the overall goals and vision. COMPARATIVE ANALYSIS OF WORKLOADS OVER TIME Benchmarking is typically used to compare the quantitative and/or qualitative metrics of an organization against those of peer organizations or an industry as a whole. Public works departments often struggle to benchmark against one another due to the numerous unique factors that set them apart, such as the differing relative scope of the services they provide (e.g., utilities, streets, parks) relative to the number of staff dedicated to that service. Some agencies devote full crews to any one or all of these service offerings. Others, like Lake Elmo, expect their staff to perform ALL of these services. As a result, the insight gained by comparing the City’s Department of Public Works to those of other cities might be dubious or truly comparative. Instead, what can provide meaningful insight is an examination of metrics that quantify relative workloads and how they have changed over time. Unfortunately, there is no way to examine the cumulative workload of the Department across all its services over time. Instead, the following graphs will look at the Department’s component services individually: water, sewer, streets and roadways, and parks. The graphs in this section present workloads normalized by total full-time positions in the Department. The City’s Annual Comprehensive Financial Report (ACFR) contains tables of statistical information. Table 3 contains relevant data from the ACFR and the total number of full-time employees each year, as reported by City staff. The ACFRs do contain estimates of FTEs allocated by activity, but these allocations may be inexact. The allocation method may have changed over time, and some allocated labor may not be directly related to the operation and maintenance of assets (e.g., allocated time of the Administrator or Director, utility billing). For this reason, the workload metrics are normalized by the total staff within the Department, as these ratios represent the total demand to do work per employee. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 9 Table 3: Selected Department Statistics and Authorized FTEs, 2013 – 2023 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Sewer Pipe (mi.) 4 4 4 8 8 29 29 32 33 36 40 Sewer Customers 29 45 96 321 712 1,253 1,436 1,612 1,937 2,206 2,504 Water Pipe (mi.) 39 40 43 50 50 58 58 73 75 82 90 Water Customers 1,051 1,073 1,234 1,538 1,727 2,317 2,423 2,522 2,863 3,196 3,466 Acres of Parks 420 420 420 420 420 427 427 427 517 517 526 Paved Road (mi.) 63 65 65 103 103 112 112 92 95 97 97 Population 8,069 8,069 8,069 8,069 9,625 10,521 11,105 11,105 12,655 13,514 13,514 Total PW Employees 5 6 5 6 9 10 11 10 10 11 11 Figure 2 shows the water customer accounts served per Department employee. In other words, the denominator is the total number of full-time employees within the Department, which are predominantly Operators and is a good proxy for the capacity to operate and maintain infrastructure. In Figure 2 the number of accounts per FTE has consistently grown after 2019, reflecting that no new operator positions had been added since 2019. The general trend across the timespan in the figure is for increasing numbers of accounts served per employee over time. Between 2017 and 2023, the number of accounts served per employee has grown by 64%. Figure 2: Water Customer Accounts per PW FTE Figure 3 presents the number of sewer customer accounts per total Public Works FTEs. Again, the sewer utility had very few customers in the initial years of the graph and has seen rapid growth, so the years of 2012 to 2016 should be evaluated in context. Notably, no other service area has grown faster than the sewer utility for the Department. 210 179 247 256 192 232 220 252 286 291 315 0 50 100 150 200 250 300 350 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Accounts per FTEWater Customer Accounts per PW FTE 10 CITY OF LAKE ELMO, MN Since 2018, the ratio of sewer customers to Public Works FTEs has nearly doubled. This figure is a strong indication that the Department’s labor resources may be strained by the growth in the sewer utility. Figure 3: Sewer Customer Accounts per PW FTE Figure 4 presents water production (MGD) per total Public Works FTEs. Notably, this rate has been basically constant from 2020 to 2023, despite a growth in water accounts and only one additional FTE during that time. This supports the notion that per account water usage has fallen during this timeframe. 6 8 19 54 79 125 131 161 194 201 228 0 50 100 150 200 250 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Accounts / FTESewer Customer Accounts per PW FTE PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 11 Figure 4: MGD Water Produced per PW FTE Figure 5 presents the wastewater flow per Public Works FTE. Again, the general trend is one of increasing flow rates per FTE over time. Notably, this trend has also been evident from 2018 onward. Again, the reason this trend is notable is that the last time the Department hired an additional Public Works Operator was in 2019, and this graph is suggestive of increasing labor demands per employee. 0.07 0.05 0.06 0.06 0.03 0.03 0.07 0.10 0.10 0.10 0.11 0.00 0.02 0.04 0.06 0.08 0.10 0.12 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023MGD / FTEMGD Water Produced per PW FTE 12 CITY OF LAKE ELMO, MN Figure 5: MGD Wastewater Collected per PW FTE The number of acres of parkland has grown over time, though the rate of growth has been much more modest than the rate of growth in the number of water and wastewater customer accounts. Figure 6 presents the acres of parkland per total Public Works FTE. Here, the number of acres per Public Works employee is highest in the early years of the figure, which is unusual compared to the other major services that have been examined thus far. However, it is again notable that since 2019, the latest year in which an additional Public Works Operator was added, the ratio of parkland to employees has again been rising, as parkland has been added to the City while the number of Operators has not grown. 0.06 0.02 0.03 0.03 0.03 0.07 0.11 0.13 0.11 0.24 0.20 0.00 0.05 0.10 0.15 0.20 0.25 0.30 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023MGD / FTEMGD Wastewater Collected per PW FTE PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 13 Figure 6: Acres of Parkland per PW FTE Figure 7 presents the miles of paved road per Public Works employee. This metric is unusual in that it is the only major infrastructure metric that has fluctuated up and down over time. The length varied from 63 miles in 2023 to 112 miles in 2018 and 2019 before dropping to 97 miles in 2023. This is the only potential workload measure shown in this report that has declined over time. 84 70 84 70 47 43 39 43 52 47 48 0 10 20 30 40 50 60 70 80 90 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023ACRES / FTEAcres of Parkland per PW FTE 14 CITY OF LAKE ELMO, MN Figure 7: Miles of Paved Road per PW FTE Examined individually, the figures presented in this section do not often tell a clear story or identify the cause of observed trends. However, when these figures are considered as a whole, there is a compelling narrative that the rapid growth within the City has not been met with proportional growth in the Public Works workforce in recent years. Perhaps the strongest evidence of this is seen in reviewing each of the graphs, focusing on 2019 onward. In each case (with the one exception of miles of paved road per FTE), the general trend indicates leaner staffing in 2023 than in 2019. This metric is significant in that 2019 was the most recent year an additional Public Works Operator FTE was added. These individuals are the ones who actually perform the labor required of the Department’s assets. Since 2019, the only other FTE added to the Department was an Assistant Director in 2022. LABOR SUPPLY HAS NOT INCREASED IN PROPORTION TO WORKLOAD DEMANDS The previous section showed through a number of graphs how the workload demands have grown relative to the number of full-time Public Works employees. This section will show the total labor supply within Public Works, measured in annual hours worked, has remained relatively constant between 2019 and 2024, using timecard data provided by the City for those years. There is an increase in hours that occurs around 2022, which corresponds to the hiring of the Assistant Director position. These hours include hours worked by part-time or seasonal workers. Table 4 lists the annual hours worked by function. 12.6 10.8 13.0 17.2 11.4 11.2 10.2 9.2 9.5 8.8 8.8 0 2 4 6 8 10 12 14 16 18 20 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023MILES PER FTEMiles of Paved Road per PW FTE PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 15 Table 4: Annual Hours Worked by Public Works 2019 2020 2021 2022 2023 2024 Streets 13,968 12,154 11,129 12,033 13,316 12,741 Parks 2,593 3,186 2,640 2,982 1,992 3,816 Water 3,550 5,163 6,111 5,594 6,220 4,993 Sewer 1,344 1,520 1,586 2,095 2,298 2,296 Storm 679 633 637 1,031 757 782 Total 22,135 22,657 22,102 23,736 24,583 24,627 Table 5 takes the hours worked in the previous table and represents the hours worked as FTEs, using the standard assumption that 2,080 annual hours worked is equivalent to 1.0 FTE. Table 5: Calculated Public Works FTEs 2019 2020 2021 2022 2023 2024 Streets 6.72 5.84 5.35 5.78 6.40 6.13 Parks 1.25 1.53 1.27 1.43 0.96 1.83 Water 1.71 2.48 2.94 2.69 2.99 2.40 Sewer 0.65 0.73 0.76 1.01 1.10 1.10 Storm 0.33 0.30 0.31 0.50 0.36 0.38 Total 10.64 10.89 10.63 11.41 11.82 11.84 These two tables indicate that there has been some growth in total hours worked within the department, but it should be noted that the only substantive increase in hours (i.e., the only new full-time position) within this timeframe has been the addition of an Assistant Director position, which is primarily a desk job, in 2022. Thus, whatever growth in maintenance needs from additional infrastructure has not been met with a substantive increase in available field labor. Table 6 makes this comparison explicit, by showing the growth of a range of infrastructure types between 2019 and 2023 alongside the calculated number of FTEs from Table 5. The relatively low rate of growth in available labor stands in stark contrast to the high rates of growth in infrastructure. Table 6: Calculated Public Works FTEs and Workload Indicators 2019 2020 2021 2022 2023 % Change Streets (mi.) - 92 94.8 97 97 5.4% Storm Sewer (mi.) 33 48 50 52.5 56.8 72.1% Water Pipe (mi.) 58 73 75 81.6 89.6 54.5% Fire Hydrants 559 707 735 812 902 61.4% Water Accounts 2,423 2,522 2,863 3,196 3,466 43.0% Sewer Pipe (mi.) 29 32 33 36.1 40.1 38.8% Lift Stations 5 7 6 8 8 60.0% Sewer Accounts 1,436 1,612 1,937 2,206 2,504 74.4% Park Acres 427 427 517 517 526 23.2% Total FTEs 10.64 10.89 10.63 11.41 11.82 11.1% COMPARATIVE ANALYSIS TO PEER COMMUNITIES Data points from several peer communities have been collected for comparison purposes. Peer communities were selected based on size and type of services provided. Data was collected from the statistical section of each city’s 2023 ACFR, the most recent year that was available. The 2023 ACFRs were identified as the most recent and consistent data source to draw from. Not all cities report the same data, so certain data points are unavailable. Lake Elmo’s FTE data, however, are taken from its 2023 timecard data. The first column in Table 7 (labeled “Lake Elmo 16 CITY OF LAKE ELMO, MN – Timecard”) contains the FTE calculations from Table 5, based on actual timecard data and best represents the available labor supply of Public Works. Note that other cities often categorize staffing differently, so a direct comparison of a specific category of FTEs (e.g., streets, parks, etc.) may not be a good comparison. A better staffing comparison is the total staffing labeled “Total PW FTEs”, which contains all of the functions performed by Lake Elmo’s Public Works Department. Table 7: Relevant 2023 ACFR Data from Peer Communities Lake Elmo - Timecard North Saint Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds View 2023 Population 13,514 12,465 17,044 19,425 23,405 28,303 20,862 13,100 Population Growth, 2019 – 2023 (%) 21.7% 2.5% 10.8% (5.7%) 1.2% 0.0% 0.3% 0.0% Street Miles (mi.) 97 45 83 98 71 100 N/A 43 Park Area (ac.) 526 140 470 614 183 6638 282 123 Water Pipe (mi.) 89 64 68 106 97 134 76 47 Sewer Pipe (mi.) 40 47 62 93 77 111 108 45 Streets FTEs 6.40 4.00 7.68 7.10 18.00 22.00 7.00 4.00 Parks FTEs 0.96 4.00 4.52 6.25 10.91 - 4.00 3.00 Water FTEs 2.99 4.00 2.68 5.70 - 4.50 3.00 2.5 Sewer (Sanitary & Storm) FTEs 1.47 - 2.68 8.90 - 4.50 3.00 3.75 Total PW FTEs 11.82 12.00 17.56 27.95 28.91 31.00 18.00 13.25 LAKE ELMO’S SERVICE NEEDS DIFFER FROM ITS PEERS A significant difference between Lake Elmo and its peers is Lake Elmo’s rate of growth. Growth places its own burdens on a Public Works department, both from the perspective of administrative and planning burdens to work demands in the field. Between 2019 and 2023, Lake Elmo’s population grew by 21.7%, while the next fastest growing city (Hugo) grew at half the rate of Lake Elmo. None of the other peers grew by even 3% during that time span, as shown in Figure 8. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 17 Figure 8: % Change in Population (2019 – 2023) Lake Elmo also has a less dense, more diffuse service area than its peers. An organization that serves a lower density service area requires more time spent driving to and from jobsites and must maintain more infrastructure per resident (i.e., greater lengths of roads per resident, more water pipe per resident, etc.). Figure 9 shows that, from a streets perspective, Lake Elmo is substantially less dense than its peers. The average peer has 266 residents per street mile, while Lake Elmo has only 139 residents per street mile. In other words, Lake Elmo maintains almost twice the length of roadway per resident as its average peer. 21.7% 2.5% 10.8% -5.7% 1.2% 0.0% 0.3%0.0% -10% -5% 0% 5% 10% 15% 20% 25% Lake Elmo North St. Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds View % Change in Population (2019 -2023) 18 CITY OF LAKE ELMO, MN Figure 9: Population / Street Miles The lack of infrastructure density is also reflected in the water distribution infrastructure, where Lake Elmo has 151 residents per mile of water pipe. The average peer, however, serves 233 residents per mile of water pipe. Put another way, Lake Elmo has installed and maintains 35 feet of water pipe for every resident, while the average peer has only installed and maintains 22.7 feet of pipe per resident. Figure 10 presents the number of residents served per mile of pipe. 139 277 205 199 327 283 303 - 50 100 150 200 250 300 350 Lake Elmo North St. Paul Hugo Stillwater New Brighton Oakdale Mounds ViewPopulation / Street MilesPopulation / Street Miles PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 19 Figure 10: Population / Water Pipe Miles Figure 11, which shows the number of residents per mile of sewer pipe, would seem to indicate an exception to the evidence of Lake Elmo being less densely developed than its peers. Lake Elmo has a population of 337 residents per mile of sewer pipe, while the average peer has 267 residents per mile. This difference is likely an artifact of the recent sewering of the City and the fact that a significant portion of Lake Elmo continues to be served by septic tanks (i.e., the City’s sewer collection network does not extend to all residents). 151 195 251 184 241 211 275 278 - 50 100 150 200 250 300 Lake Elmo North St. Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds ViewPopulation / Water Pipe MilesPopulation / Water Pipe Miles 20 CITY OF LAKE ELMO, MN Figure 11: Population / Sewer Pipe Miles LAKE ELMO IS LIGHTLY STAFFED COMPARED TO PEERS The previous section made the case that, all things being equal, one would expect Lake Elmo would need to be more heavily staffed than its peers to provide an equivalent level of service due to its growth rates and less dense development. This section will show that in actuality Lake Elmo is more lightly staffed than its peers. Given the complexity of comparing Public Works departments as the sum of its disparate service lines, the best overall comparison is made on the basis of population, calculated as total population divided by total Public Works FTEs. Figure 12 shows the total population of each city divided by the total number of Public Works FTEs identified in Table 7 and shows that as of 2023, Lake Elmo has among the leanest staffing levels of any city included when using Lake Elmo’s timecard data, second only to Forest Lake. However, assuming that the relative rates of growth have remained consistent in the intervening year, it is likely that Lake Elmo’s current staffing rate is as lean or leaner than that of Forest Lake. On a weighted average basis (e.g., total population of peers divided by total PW FTEs of peers), the average peer serves 905 residents per PW FTE. 337 265 275 208 305 255 193 293 - 50 100 150 200 250 300 350 400 Lake Elmo North St. Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds ViewPopulation / Sewer Pipe MilesPopulation / Sewer Pipe Miles PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 21 Figure 12: Population / PW FTE These lean staffing rates continue when looking at staffing by infrastructure type. If one examines the miles of streets per Streets FTE, Lake Elmo maintains 15.2 miles of street per Streets FTE (based on timecard data), the highest rate among the six peers for which the metric can be calculated. The average peer maintains only 9.3 miles of street per Streets FTE. 1143 962 1039 971 695 810 913 1159 989 0 200 400 600 800 1000 1200 1400 Lake Elmo - Timecard Lake Elmo - ACFR North St. Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds ViewPopulation / PW FTEPopulation / PW FTE 22 CITY OF LAKE ELMO, MN Figure 13: Street Miles / Streets FTE This trend is seen again when considering the miles of water pipe maintained per Water FTE, shown in Figure 14. Lake Elmo maintains 37.3 miles of water pipe per Water FTE, while Oakdale, the second-leanest city, maintains fewer than 30 miles per Water FTE. The six peers with a calculable metric maintain an average of just 22.3 miles per Water FTE. 15.2 18.8 11.3 10.8 13.8 4.5 4.5 10.8 0 2 4 6 8 10 12 14 16 18 20 Lake Elmo - Timecard Lake Elmo - ACFR North St. Paul Hugo Stillwater New Brighton Oakdale Mounds ViewStreet Miles / Street FTEsStreet Miles / Streets FTE PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 23 Figure 14: Water Pipe (mi.) / Water FTE Performing the same calculation on length of sewer pipe shows that Lake Elmo is only second-leanest staffed in this regard by maintaining 27.1 miles of pipe per Sewer FTE, based on timecard data and shown in Figure 15. The leanest city, Forest Lake, maintains 36.0 miles per Sewer FTE. The other four peers average just 17.6 miles of sewer pipe maintained per Sewer FTE. (This outcome for Lake Elmo is likely an artifact of the recent sewering of the City.) 30.0 20.0 16.0 25.4 18.5 29.8 25.3 18.9 0 5 10 15 20 25 30 35 Lake Elmo - Timecard Lake Elmo - ACFR North St. Paul Hugo Stillwater Oakdale Forest Lake Mounds ViewWater Pipe (mi.) / Water FTEWater Pipe (mi.) / Water FTE 24 CITY OF LAKE ELMO, MN Figure 15: Sewer Pipe (mi.) / Sewer FTE LAKE ELMO’S WATER AND SEWER ARE LIGHTLY STAFFED COMPARED TO NATIONAL AVERAGES The American Water Works Association (AWWA) conducts an annual benchmarking survey of water and wastewater utilities. A primary staffing metric is the number of water or sewer accounts served per water or sewer FTE. The AWWA reports the results of their survey at the 25th percentile, median, and 75th percentile. Using the number of FTEs calculated by the timecard data for 2023 as well as the number of water and sewer accounts for 2023, a comparison of Lake Elmo’s water and sewer staffing rates are made to the AWWA surveyed data in Figure 16 and Figure 17. The calculated values for both water and sewer are observed to be much leaner than the staffing of 75% of the responding utilities. However, the value of this comparison is limited. Many of the water respondents operate more complex surface water treatment plants and most of the wastewater respondents operate treatment plants, whereas the City’s sewer operations are conveyance only. Nevertheless, the comparison does show that Lake Elmo is more lightly staffed than almost all other utilities. This will become more of an issue as the relatively new infrastructure system ages and requires more repair. 27.3 13.7 23.1 10.5 24.7 36.0 11.9 0 5 10 15 20 25 30 35 40 Lake Elmo - Timecard Lake Elmo - ACFR Hugo Stillwater Oakdale Forest Lake Mounds ViewSewer Pipe (mi.) / Sewer FTESewer Pipe (mi.) / Sewer FTE PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 25 Figure 16: 2023 Lake Elmo Water Accounts / FTE versus AWWA Benchmarking Data Figure 17: Lake Elmo Sewer Accounts / FTE versus AWWA Benchmarking Data 1159 335 470 657 0 200 400 600 800 1000 1200 1400 2023 Water Accounts/FTE AWWA 25th Percentile AWWA Median AWWA 75th PercentileWater Accounts / FTE2023 Lake Elmo Water Accounts / FTE versus AWWA Benchmarking Data 1715 314 473 600 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2023 Sewer Accounts/FTE AWWA 25th Percentile AWWA Median AWWA 75th PercentileSewer Accounts / FTE2023 Lake Elmo Sewer Accounts / FTE versus AWWA Benchmarking Data 26 CITY OF LAKE ELMO, MN YEARLY PLANNING AND PRIORITIZATION Recommendation 1: Create an annual work plan to determine when significant work initiatives are scheduled or expected Work scheduling for the Department consists of balancing and prioritizing different kinds of work. There are day-to- day activities (e.g., daily utility rounds), one-off projects (e.g., waterline leak repair), and seasonal projects and activities (e.g., snow removal). The seasonal projects and activities represent a majority of preventative maintenance- related Level of Service targets and can be high-visibility projects for residents. (Residents will be aware if streets are plowed in a timely manner or if potholes are neglected.) Examples of such activities include: Sewer line jetting Valve turning Hydrant flushing Street paving/pothole repair Snow plowing Ice rink maintenance/trail grooming Despite the regularity of these activities, the Department lacks a documented annual work plan. While these activities and projects are still being completed, the lack of a work plan leads to deficiencies in resource planning, reactive work taking priority over planned work, and intradepartmental communications. The Department should create an annual work plan that identifies the date windows in which projects are likely to occur and estimates the labor requirements within that time window. For example, pothole repair might be anticipated in June and July. Estimates of the total number of days within that timeframe that crews will be engaged in the activity and the crew size should be made. Weather events, high-priority or emergency projects, and other conditions will inevitably cause some days within this time window to be devoted to non-pothole activities Nevertheless, the annual work plan is intended to be an informed estimate that can be used to coordinate various seasonal project activities in a way that is most efficient for staff. For instance, while pothole repair can be accomplished whenever conditions allow it, valve turning is conducted for three weeks each summer using ren2tal equipment. An annual work plan can prioritize the time- sensitive nature of valve turning and allow the Department to plan around the activity. This plan can also assist the Department in assessing and communicating its labor needs. The activities included in the list above and other relevant activities represent some of the Department's baseline labor requirements. An accounting of these needs can help express the amount of labor required to conduct its basic seasonal project activities and allow for accurate “comparables” with the time available. Finally, in Raftelis’ interviews with Department staff, a consistent observation was the lack of communication of the “big picture” of projects, their timing, and assignments. Implementing an annual work plan that outlines significant scheduled projects can enhance communication between management and staff, ultimately leading to increased transparency and efficiency. It can also assist with morale by communicating the expected baseline work needs. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 27 ORGANIZATIONAL STRUCTURE AND STAFFING Recommendation 2: Use the annual work plan to revisit policies restricting Operator PTO Recent, temporary, guidelines established within the Department allowed for a maximum of two Public Works Operators approved for PTO per day, a reduction from previous limits of four Operators approved for PTO on a given day. The reduction in this limit, while temporary, is indicative of the strain the Department is experiencing to meet workload demands with available staffing. (This limit has since been lifted.) The reduced PTO limit negatively affected morale within the Department. Operators have had numerous PTO requests denied, despite some requests being made months in advance, to the point that Operators do not feel that they are likely to be able to take the vacation that they have earned on the dates they would prefer to take it. Given a two-person PTO limit, however, denial of PTO requests is a likely outcome. Given the number of Operator positions (including the Lead Operator), and assuming an average accrual of 7.5 hours of PTO per pay period, plus an additional six days of sick leave per year, the Operators collectively earn almost 2,200 hours of time off each year. In other words, if time off were evenly distributed throughout the year, at least one Operator would be out every working day of the year. Time off requests are not distributed evenly, however. They naturally cluster around holidays and school breaks, which then leads to denials of PTO requests. While the perception of the need for aggressive PTO limits is understandable (i.e., the sense that Level of Service targets can only be met with a full complement of staff), a change in approach is warranted. First, there is some flexibility as to when some of the Department’s project work must be completed. Of all the work the Department completes in a year, the Department has significant flexibility as to when certain activities are conducted. Secondly, as noted earlier, on average, at least one Operator will be off every workday (assuming all PTO and sick leave is taken). Every day, then, that two or more Operators are on PTO mathematically results in one or more days that the Operators are fully staffed. Denial of PTO requests has had negative consequences on the Operators’ morale. Raftelis recommends that the Department revisit this limit with the goal of increasing it by using the annual work plan (Recommendation 1) to inform what this limit should be. This recommendation should be considered strategically as the annual work plan is being crafted. When planning certain seasonal projects, consideration should be given to grant PTO requests as part of the planning process. The potential to grant PTO may also be able to fluctuate seasonally based on work needs. Certain weeks of the year might intentionally be identified as “low power” weeks in which no major projects are planned. For example, aligning such a week with the local school district’s schedule for spring break may be advantageous. There is likely to be higher demand for PTO on that week, and as long as the Department is able to meet day-to-day operational needs, the time off that is taken that week will ensure more days of fully staffed operation the remainder of the year. Expounding on the notion of fluctuating PTO limits, the Department may wish to give special consideration to the snow plowing season (generally considered to be November 1 to March 31). Within the snow plowing season, the Department may not wish to approve so much PTO on any given day that it cannot staff the seven plowing routes in the City should there be a snowstorm. However, given the quality of modern weather forecasting, the Department may wish to grant additional PTO requests with a week’s notice should the forecast be sufficiently clear of potential snow risks. Reportedly, at least a form of this conditional granting of PTO (“approved off pending a snow event”) has been in place for several years. Ultimately, working to make the PTO that Operators have accrued more easily accessible to them is likely to improve morale within the Department at no fiscal cost and should be considered as the annual work plan is developed. 28 CITY OF LAKE ELMO, MN Recommendation 3: Modify the Department’s summer hours to increase efficiency During the winter months, the Department’s Operators work a standard eight-hour day (Monday to Friday). In the non-winter months, Operators work four nine-hour days (Monday to Thursday) and a four-hour day on Friday morning. This “summer schedule” is considered a win-win proposition. The Operators appreciate the early start to the weekend, and management believes that they are significantly more productive under this scheme, thanks to the longer uninterrupted hours of work in the afternoons of the nine-hour days. This alternative summer schedule improves productivity by minimizing the inevitable inefficiency that occurs during the startup and cleanups as crews transition from lunches and breaks. It extends the time spent working uninterrupted in the afternoons. A side effect of the summer hours is the desire among Operators to take Fridays off. Currently, by using just four hours of their accrued PTO, Operators can get a full three-day weekend. Given the low PTO cost to Operators, Fridays are always minimally staffed. Management has noted increased productivity that comes from workdays that are longer than eight hours and has been considering extending the current summer hours of “four nines and a four” to the winter months in addition to adopting the “four 10s” schedule in the summer. This report remains neutral as to whether “four nines and a four” is appropriate during the winter. The increased productivity gained by “four nines and a four” is not questioned. The issue is that the reduced hours scheduled for Fridays may require some amount of overtime if roads must be plowed on a Friday. Other potential downsides include spending longer hours outside in the Minnesota winter and the lack of available daylight, which can pose a safety hazard. Nonetheless, the benefits of longer hours, even in the winter, may be worth the cost, but this should be evaluated by the Department. There may also be compromise strategies in which “summer hours” are extended longer than they have been historically (e.g., summer hours could be in place from March 15 to December 1). We believe these sorts of details are best sorted out by the Department. Raftelis does propose dividing the Operators into two groups to address these staffing challenges during the summer months. Crew A would work Monday through Thursday, while Crew B would work Tuesday through Friday. This arrangement ensures that each crew has three consecutive days off while maintaining a four-day work schedule of 10-hour shifts. The summer schedule theoretically allows every Operator to enjoy a three-day weekend. We recommend this change based on the fact that under the current summer schedule, Mondays to Thursdays are considered productive field workdays, while Fridays address more housekeeping-type activities. Changing the schedule to ensure everyone gets a three-day weekend (except for the individual on-call) may improve productivity, reduce the total demand for PTO during the summer and help spread PTO requests throughout the rest of the year. The longer 10-hour days should lead both to greater efficiency and to improved workplace morale. See Figure 12 for a depiction of the structure of Crew A and Crew B. Recommendation 4: Increase staffing by one Operator and one Lead Operator in 2025 and an additional staff member in 2026 Over the past six years, workloads have increased significantly, but no additional Operators have been hired since 2019. The number of sewer customer accounts has grown from fewer than 30 in 2013 to over 2,500 by 2023. The number of water customer accounts has grown by over 330% between 2013 and 2023. In contrast, the number of Operators has grown from four to nine. Given the growing workload demands, the Department has adopted efficiency strategies to free up the workforce. One example is replacing water meters that use Automatic Meter Reading (AMR) technology with those that use Automatic Meter Infrastructure (AMI) technology, which no longer requires Operators to drive around the City to obtain meter reads. A second example is more intense screening of PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 29 utility locate requests, in which a desktop determination is now made as to whether the proposed activity actually requires an Operator to respond in person to mark City assets. Despite these strategies, the growing workload demands are straining the Department. Target service levels continue to be met, but in a manner that is unlikely to be sustainable. Two areas in which the strain is evident are in recent strategies to limit PTO usage (see Recommendation 2) and the manner in which tasks are staffed and performed. Specifically, there is a perception of excessive pressure to complete tasks more quickly while staffing tasks with fewer Operators than may be recommended for safe operation. The current complement of Operators has a single Lead Operator overseeing eight Operators. Although this role is not officially a supervisory position, it does have some supervisory characteristics. Normal recommendations would be for no position to oversee more than five to eight people. Usually, a front-line supervisor, for example, a Lead Operator, is more of a Team Lead-type role with a smaller span of control of four to six individuals and is not monitoring teams on multiple worksites. Given the demonstrated need, Raftelis recommends that the Department hire additional Operators. Additional Operators, in turn, suggest the need for an additional Lead Operator. Specifically, Raftelis recommends that the Department hire one Operator and one Lead Operator in 2025. The Department is currently recruiting to fill an open Operator position; a vacancy created due to retirement. Filling this vacant position and those of the two new recommended positions would represent a significant undertaking for the Department in the short term. Assuming these positions are filled this year, the Department should assess in the next year or two whether creating and filling an additional staff position is warranted. Discretion should be given to the Director to identify the specific role to be filled based on future needs. The most likely roles for an additional staff member are likely to be an Operator or a supervisor-type role. The hiring of additional Operators and a Lead Operator will also require investment in tools and equipment for these individuals. One or more trucks may be required for the new staff members. Additionally, the Department’s workspace is nearly at capacity now, with little space to park additional vehicles indoors. If the community continues to grow as it has in the recent past, it is likely that additional building and/or garage space will be needed in the coming years. FUTURE STAFFING PLAN As noted earlier in the report, the weighted average of residents per Public Works FTE among the peers is approximately 905 residents/FTE. Between 2019 and 2023, the City added 2,409 residents according to the 2023 ACFR, or 602 new residents each year on average. If that same rate of population growth continues through 2026, the City will have a population of 15,320 people in 2026, an increase of approximately 4,215 since 2019. Since 2019, the City has only added 1.0 FTE in the Department (the Assistant Director). This recommendation suggests hiring two operators this year and potentially one operator in 2026, a total increase of 4.0 FTEs in the Department since 2019. If one were to hire the staffing necessary to serve 4,215 residents using the weighted average staffing rate of the local peers, one would hire 4.7 FTEs. City staff prepared growth projections based on the Metropolitan Council’s Imagine 2050 projection for total population and households. Based on those projections, City staff created growth scenarios ranging from 75 housing units per year to 200 housing units per year. These estimates themselves may be conservative, considering that there were permits issued for 973 units in the years 2020 through 2023 (an average of 243 units/year). The staff memo noted that the national persons per household (pph) is 2.5, though in Lake Elmo there is an average of 2.78 pph, and future population projections are dependent upon what the future pph will be for new development. In other words, population projections ranged from approximately 187 to 556 new residents per year. At the higher end of growth, one should expect to add one new FTE to Public Works every two years, so long as service level needs require it. It 30 CITY OF LAKE ELMO, MN should also be stressed that these potential future positions (i.e., those in years beyond the three operator positions contained in this recommendation) are not necessarily operator positions. It is likely that additional administrative or managerial positions will be needed as the Department grows in the future. To give a sense of where this recommendation of adding two FTEs in 2025 and one FTE in 2026 puts Lake Elmo in relation to its regional peers, Figure 18 shows that the recommended staffing increases generally grows staff levels at the rate one would expect based on regional patterns. Additional staffing growth in future years should be based on the need to maintain future levels of service, which may change based on infrastructure needs (e.g., aging infrastructure requiring additional repair or replacement activities, new assets with more complicated operations, etc.) or changing community expectations (e.g., more aggressive plowing schedules, additional trail maintenance, etc.). Assuming levels of service remain constant despite a growing community, then population is the best proxy for growth in infrastructure and thus staffing needs. As mentioned in the prior paragraph, the projected growth in population contained in Figure 18 would indicate one additional FTE approximately once every two years. Note that in the figure below, the staffing level indicated by the average regional staffing rate grows by seven FTE in 12 years. Figure 18: Projected PW FTEs Assuming the Staffing Rate of Regional Peers Recommendation 5: Designate up to six Operators as Utility Specialists and limit on-call rotations to the Utility Specialists Currently, Public Works Operators are not differentiated by the types of work that they do. There are not “water operators” or “sewer operators” or “streets operators”. Each week, however, one Operator is designated to be on call. This on-call Operator is responsible for checking and resolving any alarms within the water and sewer systems, particularly after-hours and weekends. The on-call Operator is also responsible for performing daily rounds on the utility systems. The on-call responsibility rotates weekly amongst all Operators. With a complement of eight - 5 10 15 20 25 - 5,000 10,000 15,000 20,000 25,000 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Projected FTEsProjected PopulationProjected PW FTEs versus the Staffing Rate of Regional Peers Projected Lake Elmo Population PW FTEs Assuming the Regional PW Staffing Rate Current and Recommended Lake Elmo PW Staffing PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 31 Operators and a Lead Operator (currently seven Operators due to the vacancy), each Operator is on call once approximately every two months. Some Operators expressed a lack of comfort with working on the utility system, noting that they rarely work with it outside of their call weeks. The Department has the advantage of being, in relative terms, a simple utility system with few mechanical components and operations that do not require constant monitoring. Yet, it is still complex enough that infrequent exposure fails to produce the familiarity that one would expect in Operators. The issue expressed by the Operators is likely to be compounded in the short and medium term. In the short term, the addition of new Operators will reduce the frequency of the on-call rotation for each Operator if the current scheme of rotation amongst all Operators continues. If the Department hires an additional three Operators, which it may do over the next year or so, each Operator will be on call once every 12 weeks, or roughly once every three months. It will be even harder to gain familiarity with the system with reduced exposure. In the medium term, the addition of new PFAS treatment plants will further complicate the water system’s operation. Reportedly, these treatment plants should not have a large impact on labor needs but will be a complicating factor in gaining mastery of the water system operations for the Operators. Additionally, as existing equipment ages, it will require more know-how to keep it running properly, further emphasizing the need for expertise in the system. To address the issues noted above, Raftelis recommends that the Department designate approximately six Operators as Utility Specialists. The primary differentiation of Utility Specialists from other Operators is that the on-call rotation would be staffed only by the Utility Specialists. The on-call Operator would continue to have primary responsibility for the daily rounds, as well. Specifically, Raftelis recommends that both Lead Operators be designated as Utility Specialists. As to the other four positions, it would be preferable that they be staffed with four of the most senior operators (e.g., Public Works Operator I’s). There is a question as to the desirability of this role. Historically, in the water and wastewater industry, the opportunity to earn compensation and overtime from being on call was considered a perk among Operators. However, in recent years, Raftelis’ experience shows that overtime work is increasingly difficult to recruit for. It appears that younger employees increasingly value their time. The Department has evidence of this trend as well. Recent retirements/vacancies have opened two weekly on-call “slots,” and these slots have remained open for a considerable time. (The on-call work is still being covered, but out of requirement rather than opportunity.) Further, when given the choice of receiving overtime pay or comp time, the Operators have exhibited a strong preference for comp time, indicating that their time is worth more than their wages. It may be that the role of Utility Specialist requires incentives beyond the compensation received for being on-call. There are several potential mechanisms that could be explored and could include things such as: A uniform increase in base wages for Operators designated as Utility Specialists An increase in step on the pay scale More generous terms of on-call compensation (e.g., instead of one hour of automatic pay when on call, an increase to one and a half hours) Preferential scheduling for overtime requests when not on call (e.g., if desired, they could be last to be called out for weekend plowing work if not on-call) Should there be significant interest in the Utility Specialist role, preferential selection should be made of the most experienced Operators (i.e., Operator I’s) before opening the role to less experienced positions. It should be noted that any of the approaches mentioned above will likely require negotiation with the Operators’ union. 32 CITY OF LAKE ELMO, MN It should also be noted that the intention of this recommendation is not to segregate the Operators into utility and non-utility skillsets. Currently, there is no need to divide the Operators such that one Lead Operator leads the Utility Specialists and the other leads the non-Utility Specialists. All Operators should continue to be required to earn the licenses appropriate for their level (III, II, or I) and encouraged to advance their licensure. Rather, the intention is to ensure that those who respond to after-hours call outs are experienced, comfortable, and competent in working independently to solve whatever issues have arisen with utility infrastructure. Figure 19 below shows the proposed organizational structure of the Department and related functions with the addition of a Lead Operator and two new Operators, who are included as part of the Operators / Utility Specialists. (The Administrative Assistant position is discussed in Recommendation 7.) Finance Director (1 FTE) Public Works Director (1 FTE) Lead Operator A (1 FTE) Finance Coordinator (1 FTE) Payroll/Payables Clerk (1 FTE) Utility Billing Clerk (1 FTE) Administrative Services Director (1 FTE) Operators / Utility Specialists (5 FTE) Lead Operator B (1 FTE) Operators / Utility Specialists (5 FTE) Administrative Assistant (0.5 FTE) Asst. Public Works Director (1 FTE) City Administrator (1 FTE) Figure 19: Proposed Organizational Structure with Addition of Lead Operator and Operators Recommendation 6: Edit the Director’s job description to remove responsibilities for heavy equipment operation and add focus on public outreach and achieving strategic goals As cities grow, their organizations inevitably exhibit more specialization. In smaller Public Works departments or utilities, staff tend to “wear a lot of hats.” As they grow, however, this becomes less and less possible. This is largely a matter of scale; the more infrastructure in service, the more it needs care and attention, and this is beyond what any one person or group can do. Moreover, as organizations grow and specialize, staff aim to work at their highest levels, where they can provide the highest value for the organization. In response, more specialized job titles begin to appear in the organization: engineer, public information officer, GIS analyst, safety and training manager, etc. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 33 In Lake Elmo, the demands of the Director's time have increased alongside the City's development. The growth within the City has led to ongoing change that requires coordination within other city departments, with developers and residents, who now expect a higher level of service, particularly concerning communications about Department operations. The Director has also identified numerous service-level targets, coordinates efforts to meet those targets, and tracks progress to ensure the targets are achieved. Yet within the Director’s job description, it is a requirement that the Director have “extensive operator skills” related to heavy equipment, and the Director is sometimes behind the controls of heavy equipment. This is likely not the highest and best use of the already busy Director’s time. (To be sure, the fact that the Director feels the need to work in the field indicates that the Operators are understaffed.) The “Position Details" section of the Director’s job description does not address the role of public communication. Raftelis recommends that the Director’s job description be reviewed and edited to reflect the need for executive-level work within the Department. This review should de-emphasize duties and skills more in-line with Operators. Rather, it should stress expectations related to leading the strategic direction of the Department and specifically add language regarding coordinating communications with the public. In the project team’s interviews, there was a consistent theme about a lack of communication that exists within the Department relative to the strategy and relevance of work staff is expected to do. There is also a significant need for effective communication and customer service between the Department and the community, notably in response to public inquiries about water quality. When combined with the addition of staff noted in Recommendation 4, the organization should rework the Director’s job description to identify the executive components of the position to emphasize the importance of communication and providing strategic direction to the Department and the public. This can help advance the professionalization of the Department as well as its standing with the public and other stakeholders. Recommendation 7: Hire an Administrative Assistant to help with administrative needs The City previously had an Administrative Assistant who was allocated 0.4 FTE to the Department and recently left their position. This had an impact on Department operations, which require administrative and clerical support, especially from someone knowledgeable about public works operations. Efficient organizations thrive when employees can perform at their highest levels. In the absence of administrative support, these more clerical tasks must be taken on by either the Director or the Assistant Director. Raftelis recommends that this position be filled with at least 0.5 FTE allocated to the Department. Over time, and with the right candidate, this individual could be provided with sufficient duties to warrant a full 1.0 FTE allocation to the Department. Ideally, the new hire should have experience in public works or utility operations. Additionally, this individual must be capable of learning and operating new software applications and be able to read maps using Geographic Information Systems (GIS), which, with the work plan and growth of the City, will be increasingly critical to efficient Department operations. As such, the more proficient the candidate is in computer usage, the greater the role they will be able to take on within the Department. The potential duties the Administrative Assistant could help with is listed below: Customer Service: Responding to phone and email inquiries Park Reservations: Managing reservations Data Entry: Updating spreadsheets (e.g., backflow preventer tests, well logs, fluoride reports) Permit Processing: Handling road right-of-way and temporary parking permit applications Communication Management: Taking calls/emails, resolving routine queries, and forwarding them to appropriate departments Minutes and Agendas: Creating and distributing minutes for park commissions and safety committees, updating agendas and meeting reminders 34 CITY OF LAKE ELMO, MN Website and Document Updates: Updating public works web pages, printing records/maps, and editing forms/documents Complaint Resolution: Handling minor complaints (e.g., garbage, tree issues, mailbox damage) and directing them appropriately Fuel and Equipment Records: Entering maintenance data into software and generating fuel reports Calendar and Scheduling: Managing staff schedules and on-call responsibilities, tracking staff vacations and callouts, and setting up appointments File Management: Organizing, scanning, and disposing of outdated documents The more tasks this individual can take on, the greater the value this role will be to the Department, largely by removing these tasks from those that must otherwise be completed by the Director or Assistant Director. The list of tasks above is varied and will require significant training. An initial investment of time by the Assistant Director or Director in creating a binder of Standard Operating Procedures (SOPs) for this individual to reference will pay dividends in helping them learn their role. Some of the tasks listed above will only be done periodically, and a book of SOPs laying out where to find reports, when they must be completed, how they are to be completed, etc. will reduce the oversight necessary from the Assistant Director and Director, as well as help ensure a more consistent and efficient work product. The SOPs should document critical operations and duties to provide reference materials for the new Administrative Assistant, as well as any potential future employees. The SOPs should include guides to common tasks the Administrative Assistant may conduct using various software platforms, and the SOPs should be reviewed periodically so any revisions in processes or major software updates are accounted for. Initially, this position is envisioned being allocated roughly 0.5 FTE to the Department and the rest to general administration. This allocation may change over time, particularly if the individual can take on more duties within the Department. Recommendation 8: Reevaluate fleet maintenance within the City and eliminate auto repair responsibilities from employees who are not certified mechanics The Department owns an operating fleet including plow, salting, light-duty, and heavy equipment. Many larger cities or public works departments include a Fleet component that provides, at a minimum, basic maintenance of light- duty vehicles. Currently, the City does not employ a mechanic. To compensate for this, there is at least one Operator who performs some of this work, though this person is not an ASCE certified mechanic. Naturally, there is a desire by the City to obtain auto repair work at as low a cost as possible, but having non-certified mechanics work on vehicles is not an appropriate strategy and may open the City up to significant liability risk. Operating indicators published by Government-fleet.com suggest typical ranges of vehicle-to-technician ratios for those organizations that employ mechanics. They cite a ratio of 35:1 for Small Towns and 55 to 60:1 for Counties & Cities. The Department provided an inventory of rolling stock that contained 43 active pieces of equipment. The Buildings and Fire Departments have an inventory of 17 vehicles, though some of these are fire trucks which may have specialized service needs. Given these parameters, the City thus has a sufficient inventory of rolling stock to warrant a mechanic based on industry trends, should it desire to hire one. This individual must be ASCE-certified to mitigate risk to the city, its employees, and its citizens. In reviewing the staffing of the seven peer communities, it was found that each community employs one mechanic, and New Brighton and Oakdale each employ two mechanics. Data was not available from these peers regarding rolling stock inventories, though most of these communities have police departments which may increase their need for light duty vehicle maintenance. Based on published data, salaries for mechanics were observed at less than $60,000 per year and above $90,000 per year, suggesting that there could be a range of qualifications or certifications for these positions. Employing a mechanic may provide non-financial benefits to the City, including the convenience of having an in-house mechanic. There may also be other, more negative impacts. For example, there could be a significant impact on vehicle maintenance if the mechanic position is vacant for an extended period of time. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 35 A second option Lake Elmo could consider would be to issue a Request for Proposals (RFP), or approach local auto repair facilities to obtain a service contract to ensure appropriate maintenance work is performed. A service contract will likely be most cost-effective if it includes all City light-duty vehicles, rather than just those within the Department. There are numerous advantages to a vehicle maintenance service contract. The first is to free up Department staff time by eliminating a non-core service performed by Public Works staff. The second is that the specialists can maintain all the necessary parts and tools to conduct all repairs, rather than the City maintaining only those for basic work, only to have to send the vehicle to a vendor for more complex work. Many service contracts include basic maintenance, such as oil changes and tire rotations, within the cost of the contract. The automotive work currently done by the City is also largely done on a more informal basis, without the work being recorded as part of a larger asset management program. The service vendor would have a computerized documentation system that would record all work done on vehicles, and while this system would not be owned by the City, the City could request this information when needed. Ultimately, the choice between a certified mechanic or a service contract should be determined by local market conditions and the City’s preferences. In eithe case, the City will need to determine the service level expectations for the mechanic, including how maintenance will be conducted and priced on diesel engines, heavy equipment, or hydraulics, as well as more typical preventative maintenance activities. Recommendation 9: Stakeholders within the City should collaborate on potential Parks staffing The City recently produced a Parks Master Plan containing recommendations regarding the future of the City’s parks, involving identified capital projects, improvements, and staffing. The recommendations were labeled as ‘High’, ‘Medium’, and ‘Low’ priority. A recommendation to hire a Parks Director was specially singled out as ‘First Priority’, with highlighted text stating, “Adding this position is the most critical action the city can take toward improving their park and trail system as the future unfolds.” The recommendation for a Parks Director may be sound, but the recommendation omits discussion of this role’s scope and function, how it might fit either within or alongside the Public Works Department, or how it might fit within the larger City organization. Specifically, Parks Director positions rarely exist outside of Parks Departments that contain other parks staff to oversee. Based on our analysis, the workload for a separate Parks department does not exist at this time. Recent developments within the City, however, call for an intentional process to plan for staffing some form of parks leadership position in the coming years. In general, the growth that has matured the parks system sufficiently to warrant a master plan will soon warrant a staff member to implement the master plan. One specific development that may justify planning for a staff position is the recent acquisition of a 77-acre tract of land, currently intended as a park containing a multisport complex. Development of this multisport complex may, depending on the amenities provided, mark a significant turn in the level of service that the City’s parks offer its residents. The City should conduct a workshop (or convene a workgroup) of relevant stakeholders, including the City Administrator, Director and/or Assistant Director of Public Works, the Parks Advisory Board, and City Council members to work through how a parks leadership position might best serve the needs of the City. The group should answer such questions as: 36 CITY OF LAKE ELMO, MN What is the scope of this position? Is this role intended to obtain grant funding and deliver capital projects from the master plan? Is this role intended to plan and coordinate programming within the parks? Where in the City’s organizational structure should this role reside? If this role is in the Public Works Department, what would be an appropriate title (e.g., Assistant Director, Manager)? When should this hiring occur? The multisport complex represents a large opportunity for the City but lacks definitive plans. Should this position be filled to help the community plan its design, or be hired once the park has been built? Being intentional in answering questions of the “what” and “why” of this park leadership position will help create agreement within the City as to the purpose of this role and help identify the ideal candidate for this envisioned role. WORK PROCESSES Recommendation 10: Implement the Beehive CMMS to fully utilize its capabilities Industry standard software for public works departments includes asset management software that combines GIS mapping with asset inventories to help track the location, condition, and maintenance performed on assets. When asset management capabilities are combined with the capacity to issue, track, and complete work orders, these software packages are known as Computerized Maintenance Management Systems (CMMS). The industry standard practice is for work orders to be developed within the CMMS and assigned to operators. The operators perform the work and record their work in the CMMS, and that work order is attached to the asset’s record within the CMMS. Moreover, operators are commonly issued mobile devices so that they can access the CMMS in the field, allowing them to use the GIS capabilities, receive work orders, and fill out the work orders without having to return to the office. A properly designed and implemented CMMS provides numerous advantages to organizations. It improves workflows, communications, and analysis of asset conditions. It also allows reporting not just of the work that is being done, but the backlog of work that is not being accomplished and may require more resources. It can be an invaluable tool not just for tracking asset conditions but also for tracking workforce conditions. By showing the amount of work that is being accomplished, the ratio of corrective to preventative maintenance that is occurring, and the backlog of work orders, a CMMS can quantitatively make the case as to whether more staff are required. The reports produced by a CMMS can aid leadership in making more informed decisions and be an effective tool to communicate with parties outside the Department. The City utilizes an asset management software program known as Beehive. Beehive has been in use for several years within the Department and has been utilized to develop the Department’s asset inventory. Unfortunately, Beehive does not include any Parks assets, as the Department has not purchased a Parks module. Additionally, it is not used to its full capability work order system. Operators in the field primarily rely on Beehive for utility locates and GIS mapping, using a mobile app version. In its role as an asset management program, work that is done on the utility system is recorded within Beehive by the Assistant Director following the completion of the work. Work orders are not issued prior to work, negating the ability to plan work or track work backlogs, and the sort of data that would allow for the tracking of level of effort (e.g., labor hours, equipment, and supplies used) is not collected. Rather than the Operators entering all of this data in the field and the Assistant Director performing quality control checks on completed work orders, the Assistant Director enters data on asset status and the type of work performed. To fully realize the value of Beehive, the Department should implement all of its functionality. This would involve developing the work order capabilities of Beehive to include the most efficient recording of the data for that work. PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 37 Once a work order is created, it can be assigned to specific Operators, who upon completion of the work, will fill out the necessary information in the work order. It can then be reviewed for detail and accuracy before approval. Currently, when work is completed, information about the work is relayed to the Assistant Director, who enters the data into Beehive. To enhance functionality, the Parks module should be acquired and mobile devices provided for Operators working in the field. The proper use and maintenance of this tool will be imperative to the success of the proposed work plan noted in Recommendation 1. The work recorded in the CMMS should be reviewed and referenced when the work plan is reviewed and decisions on operational initiatives or capital improvements are made. Most CMMS packages come with their own standard set of reports, allowing custom reports to be created. It is important, then, that the Department select or develop the necessary reporting tools to make the best use of their data. It is also necessary to invest in sufficient staff training to ensure all staff can use Beehive proficiently. Failure to obtain adequate training is a common cause of poor adoption of software in organizations and can jeopardize the substantial investment made in the software. The Department should evaluate training courses offered on the program and take advantage of as many of them as it deems necessary to properly utilize the tool toward its strategic objectives. LEADERSHIP Recommendation 11: Obtain leadership training for those in supervisory roles Within the public works industry, people all too often are trained in the technical skills required of their roles as they promote through their careers but receive little to no leadership or supervisory training as they promote into positions of authority. This is an area in which many organizations struggle to provide appropriate resources. Larger cities and organizations are more likely to have formalized development programs for their leaders and supervisors. In contrast, smaller organizations are more likely to seek ad hoc or external training programs. As a city grows, one unexpected side effect is the strain on supervisory roles as the need for supervision becomes more prominent. More staff means more supervision, and there is a different level of skill required to supervise two staff members compared to 10. The Operators’ Union has filed several grievances regarding the workplace environment and management's behavior. Morale is low among operators, some of whom report high levels of work-related anxiety. This observation is included not to validate those complaints or assign blame, but to illustrate what sorts of things that may be alleviated with improved supervisory skills. Raftelis recommends that workers in supervisory roles, including Lead Operators, as a matter of policy, be provided with periodic leadership or supervisory training. The soft skills developed through these training courses can help to improve workforce morale. Just as importantly, this sort of training is a vital component of succession planning. Given the City’s size, it is likely that most training will need to be sourced externally. There may be some areas where internal training would be indicated, such as if the City wishes to have a consistent application of employee appraisal metrics. The elements of the training should include: Effective Leadership – Training on effective supervisor leadership to include topics like situational leadership, work planning, communication, building and motivating strong teams, coaching, and conflict resolution. 38 CITY OF LAKE ELMO, MN Efficient Work Execution – Training Lead Operators and others on best practices and efficiency standards for the use of equipment, coordination of resources, and assignment of the number of workers who should respond to different types of jobs. Focus on Safety – Setting clear expectations regarding a culture of safety and performance of work according to established and required safety practices. Performance Expectations – Communicate how to consistently apply performance appraisal metrics tied to expectations for specific job categories. SAFETY Recommendation 12: Work to instill and sustain a culture of safety During the interview process, there were consistent concerns raised regarding safety issues, in a manner indicating a culture that prioritizes efficiency and productivity over safety. In part, Operators are concerned that job tasks are assigned with fewer staff than recommended by knowledgeable third parties. Furthermore, if staff are routinely placed in unsafe situations due to low staffing, it becomes difficult to hold them accountable for their unsafe actions, which can place the organization at unacceptable exposure to risks that could impact it in a number of ways, up to and including significant financial risk. This is why organizations speak of cultivating a “culture” of safety. It is a recognition that if one aspect of safety is ignored, other aspects of safety are more difficult to maintain. The Department should work to develop a culture of safety and instill that culture into all elements of its work. This requires several steps based around communication, collaboration, and coordination of safety activities. Currently, the Department provides safety training courses from external providers to its staff, and this should continue. Safety training courses are a necessary component of a culture of safety, but they alone are not sufficient. Another component of a safety culture involves an ongoing discussion regarding the tasks and work environments that Operators experience. Given that a primary concern regards staffing levels, representatives of the Operators and management should work together to agree to staffing guidelines for common tasks. For instance, if a crew is performing tree trimming and operating a woodchipper, safe operating guidelines would direct that one Operator should always be located near the emergency shut-off switch, and the task should be staffed accordingly. Other activities that should have staffing guidelines agreed to include any work that occurs in the street, such as tree trimming, and confined space entries. These standards should be agreed to, codified, and monitored and tracked as part of compliance with SOPs. The final element to building a culture of safety is to ensure that a safe harbor that employees can turn to outside of the Department exists. In the City, this resource would most naturally reside with Human Resources, though in larger organizations it might be the Safety Officer. The intent of the notion of a safe harbor is to have an independent resource that employees can turn to for questions of unsafe behavior outside of their line of supervision. Each of these steps should help address the perception that minimal staffing levels on job tasks are a product of the strain produced by the need to meet service level targets with the available staffing. Implementing our staffing recommendations, as well as implementing the work order system in Beehive, flips the staffing formulation. The question among leadership should no longer be, “How can we meet our service level targets with our total number of Operators?” Now, the question becomes, “Given the safe staffing requirements and the work orders that we must complete to meet our service level targets, how many total Operators does the Department need?” PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 39 Implementation Plan Table 8 contains a proposed implementation plan for the recommendations contained within this report. The recommendations are assigned a prioritization level (1 = highest; 4 = lowest), as well as an estimate of the expected time to complete or implement each recommendation. Some of the recommendations may be subject to external factors, however, such as the available job market, which may delay the time to full implementation. Other recommendations, such as Recommendation 3, are likely dependent upon the Department being able to hire additional Operators prior to their own implementation. Table 8: Proposed Implementation Plan for Recommendations Rec # Recommendations Implementation Steps Priority Time to Accomplish Person(s) Responsible 1 Create an annual work plan to determine when significant work initiatives are scheduled or expected Identify major annual work initiatives Assess timeframe of each initiative and estimate total work effort required Optimize schedule to ensure that the Department is not overscheduled at any one time Publish schedule and share with Operators 1 2-4 months Director, Assistant Director of Public Works 2 Use the annual work plan to revisit policies restricting Operator PTO Review annual work plan and daily activities to determine minimum staffing needs each day Recognize that some unscheduled sick leave should be expected Set max pre-approved PTO limits based on minimum staffing needs 1 3-5 months Director, Assistant Director of Public Works 3 Modify the Department's summer hours to increase efficiency Set summer hours with two crews, each working four 10-hr days Transition to this schedule may be delayed until one or more Operator positions are filled 2 1-12 months Director of Public Works 40 CITY OF LAKE ELMO, MN 4 Increase staffing by one Operator and one Lead Operator in 2025 and an additional staff member in 2026 Work with the Human Resources Department to fill the existing Operator vacancy plus two additional Operator positions, and one Lead Operator position The Director should identify the specific role for a new staff member in 2026 based on need Obtain the tools/vehicles necessary to equip new staff 1 1-18 months Director of Public Works 5 Designate about six Operators as Utility Specialists and limit on- call rotations to the Utility Specialists The Lead Operators should automatically be designated Utility Specialists The remaining Specialists should be Operator I's The idea should be discussed with the Operators to assess interest There may need to be adjustments to pay or other incentives to build sufficient buy- in 2 3-12 months Director, Assistant Director, City Administrator, Operators 6 Edit the Director's job description to remove responsibilities for heavy equipment operations and add a focus on public outreach and achieving strategic goals Review Director's job description with the intent of removing lower value functions and focusing on strategic success and outreach to community 1 1-2 months Director of Public Works, City Administrator, Administrative Services Director 7 Hire an Administrative Assistant to help with administrative needs Produce SOP manuals for activities intended for the Administrative Assistant Recruit an Administrative Assistant with computer literacy and the ability to read GIS maps 2 6-12 months Assistant Director and Director of Public Works, Administrative Services Director 8 Stakeholders within the City should collaborate on potential Parks staffing Stakeholders should form a workgroup to envision what Parks leadership staffing is appropriate Identify the scope, role, and intention of Parks staffing 2 12-24 months Parks Advisory Board, City Council, City Administrator, Public Works leadership PUBLIC WORKS ORGANIZATIONAL ASSESSMENT 41 9 Reevaluate fleet maintenance within the City and eliminate auto repair responsibilities from employees who are not certified mechanics Obtain bids from local vendors for automotive repair work for all City-owned light-duty vehicles Determine relative cost of bid versus paying a full-time ASCE- mechanic in-house plus tools and supplies 2 6-12 months Director and Assistant Director of Public Works, other department heads 10 Implement Beehive CMMS to fully utilize its capabilities Obtain Parks module for Beehive and input assets Develop work order capability within Beehive and work order process within Department Issue tablets to Operators and provide training 1 12-24 months Director and Assistant Director of Public Works 11 Obtain leadership training for those in supervisory roles Identify potential supervisory / leadership training programs Obtain appropriate training Note, different trainings may be suitable for Lead Operators versus Director 4 12-24 months Public Works Director 12 Work to instill and sustain a culture of safety Create a working group of Department leadership and staff to agree to minimum staffing levels for common tasks Create a reporting structure outside of the Department for near misses / unsafe behavior 1 ongoing Director and Assistant Director of Public Works, Operators, Administrative Services Director 42 CITY OF LAKE ELMO, MN Conclusion Over the last decade, the City of Lake Elmo Department of Public Works staff has faced high rates of growth in the infrastructure that must be maintained that has far outpaced the rate of population growth within the City. Despite that, the Department has worked to identify service level targets that align with industry standards, track their efforts, and meet the identified service level targets despite not adding additional Operator positions since 2019. The strain of meeting those work demands is becoming evident. Staff concerns with work/life balance, the ability to take time off, and workplace safety indicate that conditions are not sustainable. The recommendations offered by this report are intended to aid the City in ensuring the staff capacity needed to balance reactive work with preventative maintenance activities to prolong the useful life of the City’s critical assets. They are designed to create the staffing capacity to attract and retain employees. They also offer the City a pathway to develop a data-driven approach to work planning and assessing future staffing needs. Successfully implemented, these recommendations should provide the Department with adequate resources to be efficient and effective now as well as provide a methodology whereby the Department can support future requests for additional resources necessary to provide high quality service to the community. City of Lake Elmo Public Works Operational Assessment September 2025 Agenda 2 1.Benchmarking 2.Observations 3.Analysis and Recommendations 3 Benchmarking 2023 ACFR Data from Peer Communities Lake Elmo - Timecard North Saint Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds View 2023 Population 13,514 12,465 17,044 19,425 23,405 28,303 20,862 13,100 Population Growth, 2019 – 2023 (%) 21.7%2.5%10.8%(5.7%)1.2%0.0%0.3%0.0% Street Miles (mi.)97 45 83 98 71 100 N/A 43 Park Area (ac.)526 140 470 614 183 6638 282 123 Water Pipe (mi.)89 64 68 106 97 134 76 47 Sewer Pipe (mi.)40 47 62 93 77 111 108 45 Streets FTEs 6.40 4.00 7.68 7.10 18.00 22.00 7.00 4.00 Parks FTEs 0.96 4.00 4.52 6.25 10.91 -4.00 3.00 Water FTEs 2.99 4.00 2.68 5.70 -4.50 3.00 2.5 Sewer (Sanitary & Storm) FTEs 1.47 -2.68 8.90 -4.50 3.00 3.75 Total PW FTEs 11.82 12.00 17.56 27.95 28.91 31.00 18.00 13.25 4 Lake Elmo’s Service Needs Differ from Its Peers 5 21.7% 2.5% 10.8% -5.7% 1.2% 0.0% 0.3%0.0% -10% -5% 0% 5% 10% 15% 20% 25% Lake Elmo North St. Paul Hugo Stillwater New Brighton Oakdale Forest Lake Mounds View % Change in Population (2019 - 2023) Lake Elmo is Lightly Staffed Compared to Its Peers 6 15.2 11.3 10.8 13.8 4.5 4.5 10.8 0 2 4 6 8 10 12 14 16 Lake Elmo - Timecard North St. Paul Hugo Stillwater New Brighton Oakdale Mounds ViewStreet Miles / Street FTEsStreet Miles / Streets FTE Lake Elmo is Lightly Staffed Compared to National Averages 7 1159 335 470 657 0 200 400 600 800 1000 1200 1400 2023 Water Accounts/FTE AWWA 25th Percentile AWWA Median AWWA 75th PercentileWater Accounts / FTE2023 Lake Elmo Water Accounts / FTE versus AWWA Benchmarking Data Lake Elmo is Lightly Staffed Compared to National Averages 8 1715 314 473 600 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2023 Sewer Accounts/FTE AWWA 25th Percentile AWWA Median AWWA 75th PercentileSewer Accounts / FTE2023 Lake Elmo Sewer Accounts / FTE versus AWWA Benchmarking Data 9 Observations General Observations 10 Growth within the City is the #1 workload driver within the Department •Growth in workload has far outpaced the rate of population growth The Department provides a high level of service, has identified appropriate service level targets, and meets those targets •Continuing to meet service level targets is likely unsustainable Much of the City’s infrastructure is new – this will change and impacts will be negative unless planned for proactively Staffing Observations • The Department last created additional Operator positions in 2019 •From 2019 to 2023, the Department has experienced rapid growth in its major service areas, cumulatively increasing by: •74% increase in sewer customers •39% increase in sewer pipe length •43% increase in water customers •55% increase in water pipe length •23% increase in park acreage 11 Sewer Customer Accounts per PW FTE 12 6 8 19 54 79 125 131 161 194 201 228 0 50 100 150 200 250 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Accounts / FTE 13 Analysis and Recommendations Yearly Planning and Prioritization Observations •Many DPW projects are seasonal or periodic •Communication to operators is task-oriented rather than project-oriented Recommendations •Create an annual work plan to articulate when significant work initiatives are scheduled or expected to take place ›Plan should identify the activities to be undertaken, which weeks of the year the activity is expected to occur, along with staffing and resource requirements ›Prominently post the work plan in the workplace ›Review periodically 14 Organizational Structure & Staffing Observations •Workloads have increased over the last 6 years, but operator staffing has not •The Lead Operator role is not a supervisory position – but sort of is ›The Lead Operator’s “span of control” is high at 8 operators •The addition of PFAS treatment will only complicate the operation of the water system •Some operators do not feel comfortable with rounds because they do not do them often •If more operators are hired, doing rounds will become less frequent for each operator ›This infrequency makes it harder to train new operators, harder for existing operators to retain knowledge, and harder to gain a feel for the system. 15 Organizational Structure & Staffing Recommendation •Increase staffing by 2 FTEs in 2025 and 1 FTE in 2026 ›In 2025, aim to add 1 Operator and 1 Lead Operator ›A 2 nd Lead Operator will help reduce span of control, especially as more Operators are added ›The 2nd Lead Operator should be scheduled opposite the 1st during summer hours, assuming 4x10 work schedules are implemented ›In 2026, the Director should use his discretion to name what staff member is most needed for the new FTE (e.g., Operator, Parks Supervisor, etc.) 16 Organizational Structure & Staffing 17 - 5 10 15 20 25 - 5,000 10,000 15,000 20,000 25,000 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Projected FTEsProjected PopulationProjected PW FTEs versus the Staffing Rate of Regional Peers Projected Lake Elmo Population PW FTEs Assuming the Regional PW Staffing Rate Current and Recommended Lake Elmo PW Staffing Organizational Structure & Staffing Recommendation Designate ~6 Operators as Utility Specialists. Limit these operators to Operator II’s and I’s (ideally, I’s). Limit on-call rotations to this group of “Utility Specialists” ›Will concentrate and amplify experience and knowledge in the mechanical / treatment components of the utility system ›May require some incentive to entice Operators to be Utility Specialists 18 Organizational Structure & Staffing Observations •The City recently lost an admin assistant who was assigned 0.4 FTE to DPW •DPW has need for administrative / clerical assistance Recommendation •Hire an administrative assistant to assist with DPWs administrative needs ›Ideally, this person would have PW or utility experience ›This person should be computer literate, able to learn new software packages, and able to read and navigate in a map in GIS ›Create a binder of SOPs for this person to use to help expand their role ›This position should start at 0.5 FTE in DPW, but may be adjusted in the future 19 Organizational Structure & Staffing Observation •DPW is using non-ASCE-certified Operators to do some auto repair and maintenance Recommendation •Either hire a certified mechanic or sign a service contract with a local vendor ›Auto repair is not a core function of DPW ›Having non-certified mechanics work on vehicles likely exposes the City to liability ›Basic maintenance, such as oil changes or tire rotations are often included free as part of a service contract 20 Organizational Structure & Staffing Observations •The City’s Parks Master Plan calls for a Parks Director •The MP does not provide guidance on role / scope of the Parks Director position •It is rare to have a Parks Director without a separate Parks Department or staff Recommendation •Stakeholders should collaborate as to the proper role / title / timing of a Parks leadership position ›Parks Advisory Board, City Council, and City staff should conduct a workshop to identify: –Position title and role –Timing of hiring –Location within the City’s organizational structure 21 Work Processes Observations •The City uses Beehive as an asset management system •Beehive appears to be well-implemented, but lacks a Parks module •Beehive is neither used as a work order system nor do Operators use it much in the field beyond as a tool for locates/GIS mapping Recommendation •Implement Beehive as a full CMMS for DPW ›Obtain the Parks module and tablets to be issued to Operators in the field ›Develop Beehive’s capabilities to issue and track work orders ›Invest in training for staff to learn how to use Beehive properly – write and assign work orders, enter data, search work orders, etc. 22 Proposed Implementation Plan Recommendation 1.Create an annual work plan to determine when significant work initiatives are scheduled or expected Implementation Steps •Identify major annual work initiatives •Assess timeframe of each initiative and estimate total work effort required •Optimize schedule to ensure that the Department is not overscheduled at any one time •Publish schedule and share with Operators Person(s) Responsible •Director, Assistant Director of Public Works Time to Accomplish •2-4 months 23 Recommendation 2.Use the annual work plan to revisit policies restricting Operator PTO Implementation Steps •Review annual work plan and daily activities to determine minimum staffing needs each day •Recognize that some unscheduled sick leave should be expected •Set max pre-approved PTO limits based on minimum staffing needs Person(s) Responsible •Director, Assistant Director of Public Works Time to Accomplish •3-5 months Proposed Implementation Plan Recommendation 3.Modify the Department's summer hours to increase efficiency Implementation Steps •Set summer hours with two crews, each working four 10-hour days •Transition to this schedule may be delayed until one or more Operator positions are filled Person(s) Responsible •Director of Public Works Time to Accomplish •1-12 months 24 Recommendation 4.Increase staffing by two Operators and one Lead Operator Implementation Steps •Work with the Human Resources Department to fill the existing Operator vacancy plus two additional Operator positions, and one Lead Operator position •One of the new Operator positions should be held until next year to minimize disruption •Obtain the tools/vehicles necessary to equip new staff Person(s) Responsible •Director of Public Works Time to Accomplish •1-18 months Proposed Implementation Plan Recommendation 5.Designate about six Operators as Utility Specialists and limit on-call rotations to the Utility Specialists Implementation Steps •The Lead Operators should automatically be designated Utility Specialists •The remaining Specialists should be Operator I's •The idea should be discussed with the Operators to assess interest •There may need to be adjustments to pay or other incentives to build sufficient buy-in Person(s) Responsible •Director, Assistant Director, City Administrator, Operators Time to Accomplish •3-12 months 25 Recommendation 6.Edit the Director's job description to remove responsibilities for heavy equipment operations and add a focus on public outreach and achieving strategic goals Implementation Steps •Review Director's job description with the intent of removing lower value functions and focusing on strategic success and outreach to community Person(s) Responsible •Director of Public Works, City Administrator, Administrative Services Director Time to Accomplish •1-2 months Proposed Implementation Plan Recommendation 7.Hire an Administrative Assistant to help with administrative needs Implementation Steps •Produce SOP manuals for activities intended for the Administrative Assistant •Recruit an Administrative Assistant with computer literacy and the ability to read GIS maps Person(s) Responsible •Assistant Director and Director of Public Works, Administrative Services Director Time to Accomplish •6-12 months 26 Recommendation 8.Stakeholders within the City should collaborate on potential Parks staffing Implementation Steps •Stakeholders should form a workgroup to envision what Parks leadership staffing is appropriate •Identify the scope, role, and intention of Parks staffing Person(s) Responsible •Parks Advisory Board, City Council, City Administrator, Public Works leadership Time to Accomplish •12-24 months Proposed Implementation Plan Recommendation 9.Either hire a certified mechanic or sign a service contract with a local vendor Implementation Steps •Obtain bids from local vendors for automotive repair work for all City-owned light-duty vehicles •Determine relative cost of bid versus paying a full-time ASCE-mechanic in-house plus tools and supplies Person(s) Responsible •Director and Assistant Director of Public Works, other department heads Time to Accomplish •6-12 months 27 Recommendation 10.Implement Beehive CMMS to fully utilize its capabilities Implementation Steps •Obtain Parks module for Beehive and input assets •Develop work order capability within Beehive and work order process within Department •Issue tablets to Operators and provide training Person(s) Responsible •Director and Assistant Director of Public Works Time to Accomplish •12-24 months Proposed Implementation Plan Recommendation 11.Obtain leadership training for those in supervisory roles Implementation Steps •Identify potential supervisory / leadership training programs •Obtain appropriate training, different trainings may be suitable for Lead Operators versus Director Person(s) Responsible •Director and Assistant Director of Public Works, other department heads Time to Accomplish •12-24 28 Recommendation 12.Work to instill and sustain a culture of safety Implementation Steps •Create a working group of Department leadership and staff to agree to minimum staffing levels for common tasks •Create a reporting structure outside of the Department for near misses / unsafe behavior Person(s) Responsible •Director and Assistant Director of Public Works, Operators, Administrative Services Director Time to Accomplish •Ongoing 29 Finance Director (1 FTE) Public Works Director (1 FTE) Lead Operator A (1 FTE) Finance Coordinator (1 FTE) Payroll/Payables Clerk (1 FTE) Utility Billing Clerk (1 FTE) Administrative Services Director (1 FTE) Operators / Utility Specialists (5 FTE) Lead Operator B (1 FTE) Operators / Utility Specialists (5 FTE) Administrative Assistant (0.5 FTE) Asst. Public Works Director (1 FTE) City Administrator (1 FTE) Public Works’ needs have grown faster than the population 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Sewer pipe (mi.)4 4 4 8 8 29 29 32 33 36 40 Sewer Customers 29 45 96 321 712 1,253 1,436 1,612 1,937 2,206 2,504 Water pipe (mi.)39 40 43 50 50 58 58 73 75 82 90 Water Customers 1,051 1,073 1,234 1,538 1,727 2,317 2,423 2,522 2,863 3,196 3,466 Acres of Parks 420 420 420 420 420 427 427 427 517 517 526 Population 8,069 8,069 8,069 8,069 9,625 10,521 11,105 11,105 12,655 13,514 13,514 Total PW Employees 5 6 5 6 9 10 11 10 10 11 11 30 Sewer Customer Accounts per Allocated Sewer FTE 31 97 41 64 74 193 429 1,090 1,249 1,151 1,845 1,387 1,304 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023Accounts / FTEAWWA 75th Percentile AWWA Median AWWA 25th Percentile600473 314 Every Year, the Conveyor Belt Speeds Up a Bit More 32 STAFF REPORT DATE:09/02/2025 Motion TO: CITY COUNCIL AGENDA ITEM: Pickleball Noise Complaints FROM: Assistant Public Works Director – Adam Swanepoel REVIEWED BY: Public Works Director – Marty Powers CORE STRATEGIES: ☐ Vibrant, inclusive, connected community ☐ Efficient, reliable, innovative services ☒ Responsive, transparent, adaptive governance ☐ Balanced Finances now and future ☐ Managed Growth ☐ Resilient Infrastructure BACKGROUND: City staff have received two complaints over the last four years regarding the noise from pickleball. These complaints came from the areas of Ivywood Park and Pebble Park. Both complaints were from neighboring homes, which are less than the newly recommended 600 Ft set back distance from a court. In 2023, the City Council approved the reconstruction of tennis courts at Pebble and Tablyn Parks to accommodate both tennis and pickleball. At the time of approval, council recommended measuring noise levels to determine the need for a sound barrier. Staff monitored the nose levels from Pebble Park on two separate occasions when the courts were full. The average noise decibel at the property line was between 47-53. Current city ordinance restricts noise that exceeds 6 decibels above the ambient noise levels as designated by Minn. R. ch.. 7030 , which is 60 decibels during park hours. ISSUE BEFORE CITY COUNCIL: Does City Council want to make a change to correct pickleball noise complaints? If so what changes are directed? PROPOSAL DETAILS/ANALYSIS: The Lake Elmo Park system has four parks with courts designed for pickleball. Each of these courts fall under the Parks Master Plan recommendation of 600ft. from a residential home. Courts approximate distance from the closest residential property: Lions – 216 Ft Pebble – 184 Ft Tablyn – 297 Ft Ivywood – 120 Ft If the City Council would elect to not allowing existing courts within 600 ft of a residential home, staff would suggest removal of all pickleball nets from the park system as none of them meet the 600 ft recommendation. Suggestions for these areas could include basketball courts, volleyball courts or hockey rinks. In 2026 the proposed plan will be to resurface the pickleball courts at Lions Park. If City Council elects to follow the 600 ft. recommendation and remove the courts, staff will not continue the planning of this project and can discuss with the Parks Commission different recommendation for the area. At this time staff is not recommending a noise barrier at any of the sites as the current noise levels have not exceeded the current city ordinance and does not believe the sound mitigating blankets will resolve the noise issues for the residents. The initial cost of $35,000 and to routinely replace the blankets as needed is a substantial cost and can create hidden areas for unwanted activity The Parks Commission discussed the issue at its August 2025 meeting. The commission is recommending a change in playing hours at Lions and Pebble Park from dawn to dusk starting in 2026??. This would eliminate the need for any lighting at either park during the summer hours and would likely create more quiet time in the late evenings. FISCAL IMPACT: There is no financial obligation at this time, any action by City Council will be implemented going forward at the schedule of City Council. If future plans could include construction of replacement courts in a different location, this would be considered as a new CIP item. OPTIONS: 1)Remove all the pickleball courts and search for an area that would meet the 600ft distance. 2)Approve a setback distance of 120 feet for existing courts between existing courts to residential homes 3)Adjust playing hours to allow more quiet time early in morning and late evenings. 4)Add Sound Mitigating Blankets on Pebble Park Court Fence and/or others 5)Do nothing at this time. RECOMMENDATION: Adjust the playing hours of Pickleball Courts to Dusk to Dawn or shorter to allow for more quiet time for neighboring residents. Date Type Due date for packet Order Agenda Section Agenda item 9/9/2025 CC Workshop 9/2/25 1 Discussion Joint meeting with Parks Commission-Service level expectations for parks Discussion Joint meeting with Parks Commission-recommendations for amenities going forward, 76 acre park discussion Discussion Sidewalk/Trail snow removal ordinance-continued from 5/6 Discussion Stormwater utility Discussion Preliminary Levy updates 9/16/2025 CC Meeting 9/9/25 Consent Agenda Consent Agenda 3M Priority 2 Grant for Trail at New City Park Regular Agenda 2026 Street & Utility - Feasibility Report,.Preliminary Design, Call Hearing on Improvement Regular Agenda Call for Final Assessment Hearing for the 2025 Street and Utility Improvements Regular Agenda Call for Final Assessment Hearing for Stillwater Area School District Utility Improvements Regular Agenda Preliminary Levy Regular Agenda Tree Fund/ROW Trees 10/7/2025 CC Meeting 9/30/25 2 Consent Agenda Approve LMCIT Renewal Regular Agenda Final Assessment Hearing: Adopt Final Assessment Roll for 2025 Street and Utility Improvements Regular Agenda Final Assessment Hearing: Adopt Final Assessment Roll for Stillwater Area School District Utility Improvements 10/14/2025 CC Workshop 10/7/25 1 Old City Hall Facility Review 2 Paid Family Medical Leave (PFML) 3 Open Burning Permits - Review 4 Lake Elmo-No wake 10/21/2025 CC Meeting 10/14/25 1 Regular Agenda Quarterly Goals Update Regular Agenda 2026 Street & Utility - Public Improvement Hearing 11/4/2025 CC Meeting 10/28/25 Consent Agenda Approve Light up Lake Elmo Special Event Permit Consent Agenda Approve Law Enforcement Contract 11/12/2025 CC Workshop 11/4/25 Rental Review Communications Plan 11/18/2025 CC Meeting 11/11/25 Consent Agenda Approve Liquor License Renewals Consent Agenda Approve Massage Therapy License Renewals 12/2/2025 CC Meeting 11//25/2025 Consent Agenda Approve 2026 Meeting Calendar Future Council Agenda Items *Please note: This list is subject to change* Consent Agenda Authorize Certification of Delinquent Storm Water Bills & Utility Bills Consent Agenda Reappoint Parks Commissioners Consent Agenda Reappoint Planning Commissioners Consent Agenda Assessments for Delinquent Utilities 12/9/2025 CC Workshop 12/2/25 12/16/2025 CC Meeting 12/9/25 Consent Agenda Consent Agenda Regular 2026 Budgets & Levies Regular 2026 - 2035 CIP Regular 2026 Fee Schedule 1/6/2026 CC Meeting 12/30/25 Consent Agenda Designate Official Depositories of Funds Consent Agenda Designate Official Publication Newspaper of Record Consent Agenda Adopt Resolution Designating Data Practice Officials and Approving City’s Data Practice Policy Consent Agenda Designate Authority for EFT Payments Consent Agenda Appoint City Attorney (Civil and Prosecution) Consent Agenda Appointing Deputy Clerk Regular Agenda Appoint Acting Mayor Regular agenda Ramsey Washington Cable Commission Appointment Regular agenda Council School Liaison Appointment Consent Agenda Appoint City Engineer Regular Agenda 2026 Street & Utility - Final plans and authorize advertisement for bids 1/13/2026 CC Workshop 1/6/26 Discussion Obstructions in ROW 1/20/2026 CC Meeting 1/13/2026