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Memorandum
To: David Olson, Community and Economic Development Director
From: Gene Abbott, Building Official
Date: July 22, 2013
Subject: Current Workload Information for Inspections
The primary responsibility of the Inspections Division is to review permit applications, issue
permits and conduct various field inspections to ensure compliance with State construction
codes. The Inspections Division is also responsible for code enforcement to preserve the
livability and integrity of residential and commercial districts and prevent deterioration and
blighted influences within the community. With the elimination of the Code Enforcement
position in 2008, the Inspections Division has taken on the work load with certain zoning
complaints, monitoring of vacant /abandoned homes and weed and long grass complaints.
Historically, the Inspections Division has been adequately staffed to meet the growing needs
of our customers. The following standards of service were developed from direct input from
contractors and residents:
Service standards:
• Process applications, perform plan review and issue permits for new residential and
commercial projects.
(Review complete applications within 8 -10 business days)
• Process applications, perform plan review and issue permits for existing residential and
commercial projects including decks, additions and remodeling.
(Review complete applications within 3 -5 business days)
• Perform code compliance inspections.
(Conduct inspection within 24 hours of request)
City of Lakeville
Building Inspections
• Respond to customer complaints concerning construction sites, city code violations, long
weeds and grass, refuse storage, and other zoning and housing maintenance issues.
(Inspect site within 3 days and respond if violations)
• Assist designers, contractors and homeowners with interpretations on code related
questions.
(Answer live call, meet at the counter or return message within 24 hours)
Service
2011
2012
2013
(thru
6/30/13)
2013
Estimated
2014
Estimated
2015
Estimated
New Single
family plan
review
126
298
200
315
345
370
Decks and
additions plan
review
782
761
413
800
840
880
Field
Inspections
9948
11088
5561
11200
11800
12500
Weeds and long
grass*
99
91
55
100
Zoning
complaints*
97
154
59
120
Vacant
Buildings*
95
61
38
50
Staff time for
zoning issues
(hours)*
565
427
187
500
530*
With the current work load, we are not always able to provide next day inspections. There
have been several instances where we have been up to 2 -3 days out on inspections. Plan
reviews and permit issuances are also pushing the envelope on residential decks and
additions. We have been balancing plan reviews and inspections in an effort to stay within
our parameters. The plan review inspector and I have been used in busy times to conduct
field inspections. When the plan reviewer or I are out on inspections there is no one here to
answer code questions at the counter or on the phone in addition plan reviews and permit
issuance starts to backup. The following statistics have been compiled to measure our work
load.
Workload Projections
(10/23/13)
*Duties subject to transfer to new Zoning Code Enforcement position.
Projections would indicate that we are going to have a productive year in 2013 exceeding
2012 activity. Our standards of customer service will suffer and push the established
standards to the limit if we do activity that surpasses 2012 levels. We have experienced that
already this spring and summer by not being able to provide next day inspection service. Any
increase in work load exceeding those experienced in 2012 will have a direct effect on our
service levels that we provide in 2013 and into the future.
Memorandum
To: Dennis Feller
From: Captain Arvidson
Date: 8/22/13
Subject: 2014 and 2015 staffing level overview
The following is information provided as an overview of our staffing plan and its impact on our
ability to manage our resources more effectively.
Our 2013 estimated staffing levels for sworn is 52.6 officers and 12.2 civilians for a total of 64.8
employees. In 2014, it is estimated to be 54 sworn and 12.5 civilians for a total of 66.5
employees. This is estimated only to increase by one sworn officer in 2015 for a total of 67.5
employees. The civilian staff numbers remain the same in 2015.
Police
Sworn officers
Chief
Captains
Sergeants
Investigators
Narcotics Task Force Officer
Patrol Officers
Total sworn officers
Evidence Technician
Community Service Officers
Seasonal Community Service Officers
Animal Control Officer
Records Supervisor
Records Administrative Assistants
Total police
2013 2014 2015
Estimated Estimated Estimated
1.0
3.0
7.8
5.0
1.0
34.8
52.6
1.0
3.8
1.0
1.0
5.4
64.8
1.0
3.0
8.0
6.0
1.0
35.0
54.0
1.0
3.8
0.3
1.0
1.0
5.4
66.5
City of Lakeville
Police Department
1.0
3.0
8.0
6.0
1.0
36.0
55.0
1.0
3.8
0.3
1.0
1.0
5.4
67.5
The change in staffing levels are a result of request for one sworn officer in 2014 which will be
placed in the patrol division but is considered a back -fill since it is our intention to
assign /remove one current patrol officer and place him /her in the investigative division.
This need is based on the success of our new computer forensics lab and the increased demand
on this investigator's time (see memorandum dated 8 /4 /13- Personnel request- Detective).
Also a request was made for two additional seasonal CSO employees to assist in oversight of
the parks. The purpose for the request for additional staff is to minimize crimes /problems in
the parks through and increased uniform presence. The CSO employees would also be an
immediate source of information to sworn officers if they are called upon (see memorandum
dated 7/7/13- Increase staffing of seasonal CSO's). Under our current staffing levels parks often
go with no CSO presence in them or requiring a sworn officer assigned in the area, which results
in a much greater fiscal cost.
In 2015, one additional sworn officer is being requested and is explained in several
memorandums (4 /15 /13- Personnel Request for 2014 and 2015, 7/5/13 -5 Year Personnel
Projection, 2014 - 201808 /22 /13- Additioanl Personnel Memo for 2014 and 2015). These
memorandums illustrate the success of our specialty units, how they bring value to our
organization, and how we are responding to citizen concerns in our community by being
proactive. Continually we hear complaints on traffic, drugs, and on -going problems in
residential areas. These assignments allow us the ability to immediately address the issue with
a strong presence and proven positive results. These incidents are often followed up by our
crime prevention officer who explains ways to prevent future problems from occurring. This
process ultimately reduces our call load, reduces crime, and increases the quality of life for our
citizens.
These specialty programs have moved four patrol officers away from street patrol. We are
asking to backfill those positions in patrol, with one officer in 2015 so we can continue to
provide a high quality service to those citizens that call on us for service. Service which includes
response time and the needed time to appropriately handle the call for service.
Police Investigator (2014)
The specific data supporting the 2014 Police Investigator request is as follows:
• 14.6% increase in criminal cases referred to investigation from 2011 to 2012
• 19% increase in burglary cases from 2011 to 2012 — burglary cases are particularly time
intensive investigations and draw heavily on Investigative staff resources
• 23% increase in fraud cases from 2011 to 2012 — fraud cases draw heavily on
investigative resources
• 1200% increase in computer and digital forensic examinations in the first full year of
operation of the digital forensics unit. Nearly every criminal investigation has a nexus to
digital forensic examinations
• 835 hours of dedicated time spent on computer forensic examinations in the first full
year of operation of the digital forensic unit
• Current core investigative group consists of one permanent, three on- going, and one
patrol rotating investigator for a total of five. We have had the same core five
investigators since 1997 when Lakeville's population was 37,303
• 2012 was the first year in several years that our overall clearance rate of Part 1 and Part
2 crimes went down. Investigators are heavily involved in closing cases which impact
our overall clearance rate of criminal cases.
• Future Trend — expected increase in crimes involving technology (and Internet based
investigations) will require increasing the number of forensic examinations to the point
that we will soon lose Detective Helmueller as a general investigator
Police Officer (2015)
Over the past few years, several things have taken place to get us to this point. And though I
feel that all of the modifications have helped to make the police department more productive
and successful in our mission, it has come at a cost to the patrol division and how they function.
It should be our primary goal in staffing to build the patrol division back to a reasonable level
before we create any additional programs. Patrol work, after all, is one of our primary
functions and is definitely one of the most visible to our citizens. Below are some of the
reasons that our patrol schedule is at minimum staffing levels a good portion of the time.
S
S
S
• Training, outside of the minimum required, has been held to a minimum over the past
several years.
• Working at minimums on a regular basis results in denial of vacation time and other
earned benefits to the officers. Also, when officers call in sick or an officer is injured or
has medical leave of some sort, this generally results in higher overtime numbers
because we need to get our manpower back up to minimum levels.
• Lastly, but certainly not least, officer safety and wellbeing suffers when we are
continually running at minimum staffing levels. Though not an every shift occurrence, it
is becoming a much more frequent situation where the officers working are tied up on
high priority calls and an additional emergency call comes out, that requires someone to
clear what they are on to respond to the pending call. And because they are clearing a
multiple officer call to respond by themselves to a multi officer call, both officers safety
is obviously compromised. Mutual aid from neighboring agencies is becoming a more
frequent occurrence, but even in these cases, back up is usually pretty far away.
The officers that work for this organization are among the most dedicated that I know and they
do their best to improvise and adjust to situations as they present themselves, but running
continually on a low tank of gas will ultimately lead to issues in the long run.
Other Considerations
Crime rates nationally have been falling since the mid- 2000s. And the statistical numbers for
Lakeville show a very similar pattern, however CAD incident numbers for 2012 showed a rise of
over 9% from the previous year. Given the turn in the economy in recent months, and the
growth of our city, we would expect this trend to continue into the future.
We have seen over the last few years that mass transit has brought several issues to our city to
deal with. In recent history a first degree burglary suspect who fled from our officers was
caught trying to escape our city on a transit bus. Also, large retail stores like Wal -Mart have
obviously had an impact on our call numbers for theft and suspicion to their new location.
Obviously as our city grows and prospers, our calls for service will expand with it. Our citizens
expect a certain level of service from our police department and in order to maintain that
service we need to be ahead of the snowball in order to maintain the same quality that they
have come to expect from our police services.
Below are 4 categories we feel best provide a general numerical overview for the justification
for additional officers. It is important to understand that these categories all contain several
variables which may impact the year -end total and the reader should be aware that this is a
"snapshot" of officer activity and this document would best be used to create further
discussion.
Categories: 2010 2011 2012 2013 Jan -July 18
Response Times 6.80 6.82 6.68 7.11
CAD 33923 31269 35505 15912
Reports Generated 5122 5120 5042 2577
Self- Initiated 16549 13755 16019 6659
Comparison Response times from other municipalities:
Eagan 6.9 7.0 7.06 6.81
Apple Valley 6.0 5.97 6.10 6.17
2011
2011
2011
City
NOS
pop
Ratio
Bloomington
112
83013
1.34
Richfield
44
35280
1.24
St Louis Park
51
45315
1.12
Minnetonka
55
49806
1.1
Edina
50
48012
1.03
Shakopee
45
37233
1.2
Eden Prairie
65
60885
1.06
Brooklyn Park
105
75891
1.37
Maple Grove
62
61657
1
Inver Grove Hgts
31
33932
0.91
Maplewood
51
38065
1.33
Roseville
48
33701
1.42
Burnsville
74
60398
1.22
Plymouth
66
70678
0.93
Apple Valley
48
49159
0.97
Woodbury
64
62184
1.03
Coon Rapids
60
61593
0.97
Eagan
69
64303
1.07
Blaine
58
57295
1.01
Cottage Grove
39
34715
1.12
Lakeville
52
56041
0.92
Below are 4 categories we feel best provide a general numerical overview for the justification
for additional officers. It is important to understand that these categories all contain several
variables which may impact the year -end total and the reader should be aware that this is a
"snapshot" of officer activity and this document would best be used to create further
discussion.
Categories: 2010 2011 2012 2013 Jan -July 18
Response Times 6.80 6.82 6.68 7.11
CAD 33923 31269 35505 15912
Reports Generated 5122 5120 5042 2577
Self- Initiated 16549 13755 16019 6659
Comparison Response times from other municipalities:
Eagan 6.9 7.0 7.06 6.81
Apple Valley 6.0 5.97 6.10 6.17
Variables That Impact Patrol Response Statistics:
• Staffing levels may vary because of unplanned military deployment or medical leaves
• Most calls for service are non - emergency with a routine response
• Traffic stops are included which would indicate only seconds for a response time
• Most self- initiated activity is traffic related
• An increase in self- initiated activity most likely would increase CAD totals and reduce
response times
• Unable to determine length of time spent on any CAD incident
• Each CAD incident reflects one officer even though many could have been
involved on the incident
Memorandum
To: Dennis Feller
From: John Arvidson
Date: July 7, 2013
Subject: Increase staffing of seasonal CSOs
City of Lakeville
Police Department
Summer activity at the public boat launch at Casperson Park and at Antlers Park has
steadily become more demanding on our resources. Theft, assault, underage drinking
and disagreements are resulting in a need for a law enforcement presence to maintain
the quality of life expected of our citizens and to facilitate smooth operations at both
locations. The general observation and enforcement of the rules of the parks were to
primarily be administered by the seasonal CSOs, next the full -time CSOs /Animal Control
Officer, and finally the sworn patrol officers.
Within the last few years we are finding that the boat launch is monitored and operated
primarily by the seasonal CSOs and that Antlers Park is monitored by the sworn patrol
officers. Monitoring of the boat launch has now become the primary duties of our
seasonal CSOs every weekend from sunrise to sunset. This responsibility prohibits
them from other park duties resulting in sworn patrol officers filling the void.
Due to the increased demand of services of the Animal Control Officer and the full time
CSO, their assistance to the parks cannot be a consistent resource for park safety
issues.
Overview of current staffing:
1- Animal Control -Full time
1 -CSO -Full time
4- part -time CSO's
3- seasonal CSO's
Issues:
• Highly paid sworn patrol officers performing duties of part -time seasonal
employees
• Current staffing levels are not meeting management's desired requirements of
job description
• Citizens quality of life expectations are deteriorating
Considerations:
Would a camera system at the parks reduce crime?
It is our belief that a camera system would only provide us additional means to solve a
crime but not necessarily prevent crimes. If a crime is taking place and we relied solely
on cameras it is extremely unlikely the suspect would still be in the area upon our
arrival. Camera placement and quality of the video would be a factor in catching or
recognizing the suspect. The process of having an event happen, taking a report,
watching a video, identifying the suspect is very time consuming, reactive, and creates
a greater probability of never solving the crime.
Would placing a car and a uniformed CSO in the park have any impact on citizen
behavior?
Yes. By placing any marked unit in a park and having any uniformed person in the park,
whether sworn or not, we believe would have a positive impact on reducing crime.
Marked vehicles and a uniformed person in the park automatically changes behavior,
creating an environment in which people are more respectful and law abiding.
Can a CSO address the issue or is a sworn officer needed?
Most park issues are relatively small in nature but can escalate if not addressed
appropriately and immediately. CSO staff are trained when to contact officers, if the
situation should require, and are able to provide any assisting /responding officer with
important information. By being seen more often and providing immediate information
to responding officers it is our belief problems in the park will be reduced and those
that do occur can be minimized in severity and likely solved.
Recommendation:
Request two additional seasonal CSO positions in 2014. Their primary duties will be the
boat launch and then Antlers Park, if time allows. The additional staffing will allow for
the current seasonal CSOs to perform the duties expected of the position at a higher
level and more thoroughly (this includes more dedicated time in Antlers Park). These
employees would work a timeframe similar to the current seasonal CSOs -720 hours
from mid -May through mid - September.
Street Division - Fleet Supervisor - 2014
1. Data supporting new positions.
1) Workload Impacts:
- Relieves workload pressure on the Streets Superintendent and Supervisor in
the management of the fleet inventory and scheduling of maintenance and
repairs.
- Enables benchmarking of fleet performance through the monitoring of fuel
usage, engine idle time, hours of use, and miles driven.
- Manages shop operations and shop equipment ensuring hoists and cranes are
properly inspected, parts are inventoried, and fuel and lubricants are stocked.
- Oversees operation and maintenance of the fuel system and individual
components, i.e. hoses, pumps, nozzles, data readers, fuel rings, nozzles
readers, etc.
- Evaluates equipment for replacement and researches and recommends best
alternatives to meet user needs.
- Oversees and supervises fleet technicians, assigning daily tasks with the Fleet
Lead and establishing maintenance schedules.
- Monitors both the fleet and fuel management systems and uses data in fleet
benchmarking, developing work orders, and reporting of fleet issues.
- Establishes and maintains an inventory of parts and tracks parts use on work
orders.
- Assists in the preparation of capital improvement plans, annual capital
equipment purchases, and department operating budgets.
2) Cost Savings: Assumed cost savings based on efficiencies gained, but not
quantified.
3) Efficiencies Gained:
- Returns the Fleet Lead to the maintenance bays to troubleshoot problems and
perform maintenance on equipment.
- Alleviates the immediate need for additional Fleet Technician
- Improves turnaround time on preventive maintenance services as well as
unscheduled repairs.
- Contributes to a higher percentage of equipment operational and ready for
use.
2. Alternatives to gain efficiencies using technology.
a. Street Division - Fleet Supervisor
1) Access to electronic vehicle diagnostics with computers available at individual
maintenance stations for fleet service technicians to use when working on vehicles
and equipment to reduce the time spent both trouble shooting equipment
problems and locating repair parts.
J.
2) Use of a parts inventory and control system to catalogue stocked parts and notify
staff for reorder to reduce the amount of parts stocked and providing for parts
replenishment as needed for equipment maintenance.
3) Installation of GPS tracking devices on specific equipment to establish vehicle
operations benchmarks to improve scheduling and completion of preventive
maintenance services and explore cost savings in vehicle operations.
3. Data regarding fleet operations.
a. Lakeville fleet size — approximately 417 total vehicles and other pieces of equipment.
Rolling stock including trailers and riding lawn mowers is 241. Vehicles, trucks, and
large equipment only is 200.
b. 39 Department of Transportation inspections performed each year on 1 -ton and larger
trucks and trailers. Staff inspects components of each vehicle including brakes,
exhaust system, lights, steering, suspension, fuel system, frame, tires, wheels, and rims,
and windshields.
c. Approximately 2000 repair orders completed annually on vehicles and equipment
encompassing all maintenance and repair activities from preventive maintenance (oil
changes and tire rotations) to hydraulic and electrical system repairs and engine and
rear differential repairs.
d. Performed 559 preventive maintenance services.
e. Cities with Fleet Managers /Supervisors:
City
Approx Fleet
Size
Edina 177
Apple Valley 148
Woodbury 179
2
STAFF INCREASE JUSTIFICATION
PERMANENT FULL -TIME POSITIONS
Department: Public Works - Streets Division
Position: Fleet Supervisor
Hiring Date: 1 June 2014
Job Description:
Supervise, assign, review, and participate in the work of staff responsible
for providing equipment maintenance services within the Fleet
Maintenance Section. Perform a variety of technical tasks relative to the
assigned area of responsibility. Provide staff assistance to the Streets
Superintendent. Shall be available for extended work days, call backs, and
shift schedules as required for the City's maintenance operations.
Justification:
• Relieves workload pressure on the Streets Superintendent and
Supervisor in the management of the fleet inventory and scheduling of
maintenance and repairs.
• Enables benchmarking of fleet performance through the monitoring of
fuel usage, engine idle time, hours of use, and miles driven.
• Manages shop operations and shop equipment ensuring hoists and
cranes are properly inspected, parts are inventoried, and fuel and
lubricants are stocked.
• Oversees operation and maintenance of the fuel system and individual
components, i.e. hoses, pumps, nozzles, data readers, fuel rings,
nozzles readers, etc.
• Evaluates equipment for replacement and researches and
recommends best alternatives to meet user needs.
• Oversees and supervises fleet technicians, assigning daily tasks with
the Fleet Lead and establishing maintenance schedules.
• Monitors both the fleet and fuel management systems and uses data
in fleet benchmarking, developing work orders, and reporting of fleet
issues.
• Establishes and maintains an inventory of parts and tracks parts use on
work orders.
• Assists in the preparation of capital improvement plans, annual capital
equipment purchases, and department operating budgets.
3
Engineering Division - Engineering Technician - 2014
1. Data supporting new positions.
1) Workload Impacts:
- Provides for ongoing pavement condition evaluation.
- Observes street reconstruction and patching projects for compliance with
plans and specifications.
- Supports the completion of preliminary layout and drawings, the collection
and evaluation of engineering data, development of cost estimates, and
updating of utility base maps.
- Supports field surveys and construction site staking for line and grade and the
location of property lines and monuments.
- Measures and verifies quantities to validate contractor pay requests.
- Directly interacts with builders and homeowners at new and existing
developments and reviews certificates of survey and building permits.
2) Cost Savings: Eliminates need for one consulting inspector. Position funded by
annual street reconstruction project.
3) Efficiencies Gained:
- Allows the division to respond in detail to requests for information, prepare
maps and graphic illustrations.
- Improves the turnaround time for building permits, reviews of project plans,
and the preparation of project specifications.
- Improves the ability to meet customer expectations for information on plans,
utility locations, benchmarks, and service ties.
- Reduces reliance upon consulting staff.
2. Alternatives to gain efficiencies using technology.
1) Access to and use of a GPS location device for collection of data regarding asset
management such as patches and reconstruction of street segments.
2) Access to and use of distance measuring equipment to determine area and
quantities for street patching and reconstruction projects.
1
Department: Public Works - Engineering Division
Position: Engineering Technician
Hiring Date: 2 January 2014
Job Description:
The primary duty of this position is the preparation of municipal
improvement project plans, performing construction related services, and
review of building permits for proper grading and drainage. The
Engineering Technician will be responsible for the preparation of cost
estimates, legal descriptions and handle moderately complex tasks and
problems related to the design and plan preparation of public
improvement projects, construction observation and survey work as
directed by the Assistant City Engineer.
Justification:
• This position provides for ongoing pavement condition evaluation and
observation of street reconstruction for compliance with plans and
specifications in support of the street reconstruction program.
• This position supports a variety of tasks within the Engineering Division
for the completion of preliminary layout and drawings, the collection
and evaluation of engineering data, development of cost estimates,
updating of utility base maps, and pavement condition evaluations.
• This position supports field surveys and construction site staking for line
and grade and the location of property lines and monuments.
• This position provides for additional staff presence in the field to observe
ongoing construction projects for compliance to plans and
specifications and measures and verifies quantities to validate
contractor pay requests.
• This position allows direct staff interaction with builders and
homeowners issues at new and existing developments and reviews
certificates of survey and building permits.
• This addition of this position allows the division to respond in detail to
requests for information, prepare maps and graphic illustrations to
support City Council decisions, and meet customer expectations for
information on plans, utility locations, benchmarks, and service ties.
2
Environmental Resources - City Forester - 2014
1. Data supporting new positions.
1) Workload Impacts:
- Interacts with residents and offers technical assistance /information to the
concerning tree identification, disease control, tree maintenance, and current
laws governing tree removal of diseased or infested trees.
- Establishes standards, plans, procedures for implementation of a City wide
Emerald Ash Borer Management Plan.
- Develops and maintains a GIS inventory of City trees and identifies and
prioritizes removals, reforestation, and possible treatment areas.
- Develops a long -range forest and tree resource management plan.
- Researches and proposes public policies addressing shade tree disease (Oak
Wilt and Dutch Elm Disease) that manages and minimizes annual removal and
treatment costs.
- Develops a boulevard tree management plan protects the City's investment in
its own street and public trees and ensures the health and preservation of
existing trees.
- Reviews and designs the planting of trees and shrubs on public property
including the selection and staking of plant material, site preparation,
installation, and post - establishment care for all public road and park
improvement projects.
- Develops, inspects and enforces noxious weed ordinance.
2) Cost Savings: None, increased level of service to community.
3) Efficiencies Gained:
- Increases efficiency by having one staff member coordinate the removal of
hazardous or storm damaged trees on public property and in association with
street reconstruction projects.
- Relieves workload pressure on the Public Works and Parks & Recreation
Departments by developing a maintenance plan for scheduling, prioritizing,
and providing public notice for annual boulevard and park tree maintenance,
pruning and removals.
- Relieves workload on the Planning Department by reviewing landscape and
buffer yard requirements on new developments and conducts final field
inspections.
2. Alternatives to gain efficiencies using technology.
1) Access to and use of a GPS location device for collection of data regarding asset
management such as the location and status of trees on City owned property and
in public right of way.
J.
STAFF INCREASE JUSTIFICATION
PERMANENT FULL -TIME POSITIONS
Department: Public Works — Engineering Division
Position: City Forester
Hiring Date: 1 January 2014
Job Description:
City Forester is responsible for the planning and administration of a comprehensive
program of urban forestry management for the City of Lakeville. Areas of
responsibility include implementation and administration of the Tree Preservation
Ordinance, shade tree disease and infestation control programs, landscaping and
reforestation of public lands and parks, maintenance of trees and shrubs and technical
assistance to property owners. Special emphasis is also placed on the development
and delivery of public education and environmental awareness programs.
Administration - 50 %, Field Administration - 25 %, Field Work - 25%
Justification:
• Responds to public inquiries and offers technical assistance /information to the
residents of Lakeville concerning tree identification, disease control, tree
maintenance, and current laws governing tree removal of diseased or infested
trees.
• Establishes standards, plans, procedures for implementation of a City wide
Emerald Ash Borer Management Plan. Establishing standards are a necessary
planning tool for scheduling maintenance and replacement and ensures the
efficient use of resources.
• Creates and maintains a GIS inventory of City trees and identifies and prioritizes
removals, reforestation and possible treatment areas. Creating a tree inventory
is a necessary planning tool to schedule maintenance and disease treatment,
determine areas for additional plantings, locate unsafe conditions requiring
removal and to assess the value of the tree system as part of the City's fixed
assets.
• Creates long -range forest and tree resource management plans; researches
and proposes public policies addressing shade tree disease (Oak Wilt and
Dutch Elm Disease) that manages and minimizes annual removal and
treatment costs.
• Developing a boulevard tree management plan protects the City's investment
in its own street and public trees and contributes to higher property values
(including, indirectly to private properties) and ensures the health and
preservation of existing trees.
• Increases efficiency by having one staff coordinate the removal of hazard or
storm damaged tree on public property and street reconstruction projects.
• Relieves workload pressure on the Public Works and Parks Department by
developing a maintenance plan for scheduling, prioritizing, and providing
public notice for annual boulevard and park tree maintenance, pruning and
removals.
2
• Relieves workload on the Planning Department by reviewing landscape and
buffer yard requirements on new developments and conducts final field
inspections.
• Reviews and designs the planting of trees and shrubs on public property
including the selection and staking of plant material, site preparation,
installation, and post - establishment care for all public road and park
improvement projects.
• Develops, inspects and enforces noxious weed ordinance.
3
Memorandum
To: Steve Mielke, City Administrator
Dennis Feller, Finance Director
From:
Copy:
Mike Meyer, Fire Chief
Dave Lang, Senior Accountant
Tom Nesseth, Senior Accountant
Julie Werner, Senior Accountant
Date: August 7, 2013
Subject: Assistant Fire Chief / Training Officer Position
City of Lakeville
Fire Department
Preparation and readiness is the cornerstone of the firefighting occupation. Successful
response to emergencies requires preparing for the unexpected. Firefighters follow
established procedures and they are trained to quickly and independently gauge the
situation, make a number of assessments, and choose from a variety of actions. It is in our
best interest to make sure our current staff of volunteer firefighters are properly trained and
supervised to operate under safe conditions. The Assistant Fire Chief/Training Officer position
will ensure that our department is meeting all NFPA, OSHA, Federal and State mandated
training.
The Lakeville Fire Department is proposing to hire a full -time Assistant Fire Chief to start
January, 2015. As our city continues to grow, our Fire Department encounters new and
challenging demands. These challenges create concerns with safety, training, and undue
stress on the current volunteer appointed District Chief of Training and the other two District
Chief positions. Currently, this officer is managing 80 plus paid on call firefighter's training
requirements. This position as a paid -on -call position requires a minimum of 15 hours per
week to manage the training program. This does not include the time necessary to maintain
their personal call percentage and training requirements required by all firefighters on the
department. The job description (attached below) states what is required of the current
training officer. The District Chief of Training, as well as the two other District Chiefs, has
limited availability during business hours due to their fulltime job obligations plus they have
to manage the operations of our department. Due to this limited access, many business
items are directed to the Chief because they need to be taken care of in a timely manner.
This Assistant Fire Chief/Training Officer would be responsible for developing, coordinating,
planning, implementing, and evaluation of a successful department training program for 80+
fire personnel. This Officer will aid in providing leadership to the Fire Department staff and
assist the Fire Chief to define, establish, and attain overall goals and objectives of the Fire
Department. Additionally, on an emergency scene, the Assistant Fire Chief /Training Officer
provides command level leadership directing overall strategies and tactics, individually and as
part of a command team. This is an important position to continually improve department
conduct, morale, and attendance while meeting the goals and objectives of the department.
Funding:
In 2014 we will apply for a SAFER Grant through FEMA to assist in funding this position which
will help offset the initial expenses. The SAFER Grant is a three -year grant program. The first
two years the city would be responsible to contribute 25% of the expense. The third year the
city would be responsible to contribute 65% of the expense.
With the start of this position we will reduce from three to two District Chiefs which will be a
savings of $5,460.
Our department has reached the point of needing a dedicated position to organize, lead, and
deliver training as well as being a recognized leader of the department in the Chief's absence.
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Memorandum
City of Lakeville
Community & Economic Development
To: Dennis Feller, Finance Director
From: David L. Olson, Community and Economic Development Director
Cc: Daryl Morey, Planning Director
Gene Abbott, Building Official
Date: August 9, 2013
Subject: Burnsville Volunteer Code Enforcement Inspector Program
Up until this year, the City of Burnsville operated a property inspection that was complaint
based (similar to Lakeville) and utilized one full -time inspector, a seasonal full -time inspector
and five volunteer inspectors that would each come in one day a week (typically Fridays) and
work 1 -2 hours. The volunteer inspectors were assigned to doing inspections of trash can
screening requirements, inspection of house numbers, and temporary illegal signs. In
addition, they would do follow -up inspections of properties that had already been sent
correction letters from the full -time inspector. In all cases, the volunteers were given specific
direction on their inspection duties, and were supervised by the full -time code enforcement
inspector.
Beginning in 2013, the Burnsville City Council approved a program of "pro- active" property
maintenance code enforcement and has also implemented a program to license and inspect
all residential rental units. As a result of these new policies and programs, the City of
Burnsville created a Property Maintenance and Licensing Division in the Community
Development Department and hired an additional full -time property maintenance inspector,
the equivalent of two FTEs to do rental housing inspections, a supervisor of both activities
and additional support staff for a total of six FTE employees. The property maintenance code
enforcement inspectors are still assisted with 4 -5 volunteers that provide an average of 6 -10
hours a week of volunteer service. The proactive property maintenance program is funded in
part with $110 re- inspection fees that are charged to property owners that do not comply
with initial correction notices. The rental housing licensing program is funded entirely with
licensing fees collected for rental properties.
While utilizing volunteer inspectors would assist City of Lakeville staff currently doing code
enforcement, it would only cover 25 -30% of the staff time required for each complaint
received by the City. The initial inspection and determination of whether a violation exists,
the preparation of a violation notice letter, and follow -up communication with property
owners would still have to be done by full -time staff.
Memorandum
To: Dennis Feller
From: Captain Kevin Manias
Copy:
Date: August 15, 2013
Subject: Digital Forensics Cross Training
City of Lakeville
Police Department
As part of the budgeting process for 2014 -2015, a question was raised as to how the
Lakeville Police Department would continue with the digital forensics program in the
event that Detective Helmueller was unable to perform that function.
Currently in Dakota County, there are three other agencies that perform digital forensic
examinations. They are the Burnsville Police Department, the Eagan Police
Department, and the Dakota County Sheriff's Office.
In the near term, if we ran into a situation where Detective Helmueller would be unable
to perform digital forensic examinations, we would have the ability to submit items for
examination to one of those agencies. One reality of this alternative is that our request
would receive a review of the significance or priority level of the case associated with
the equipment we would be requesting to be examined. Naturally, the home agency's
cases of equal or higher severity would receive priority in processing which could
significantly impact the timeliness of the examination of our items.
One other factor to consider is that of courtroom testimony as it relates to training.
The digital forensic examiners at the Burnsville Police Department, the Eagan Police
Department and the Dakota County Sheriff's Office are trained examiners but are not
certified examiners. They can provide testimony in court regarding their examinations,
but must present their training history and experience in the courtroom setting to
establish their level of expertise. A certified examiner's level of expertise is established
by their certification.
For the future, there are four additional options available for continuity of providing
digital forensic examination services.
First, Detective Helmueller can provide training to a second individual in the Lakeville
Police Department. This is the quickest option; however, provides the greatest issues
with respect to supplying courtroom testimony as the credentials of anyone trained by
Detective Helmueller would come under significant scrutiny since Detective Helmueller
has no credentials as a digital forensic examination instructor.
Second, the Lakeville Police Department could send a second Lakeville Police
Department officer through the necessary formal training to allow them to perform
digital forensic examinations. This would work well for presentation of evidence in
court, but carries with it potential training costs in the tens of thousands of dollars.
Detective Helmueller has been a recipient of a significant amount of free training; and it
is not known whether the second individual we train would have access to the same
level of free training.
Third, if a countywide consolidated digital forensic center was established, we would
have access to services provided by that center. A very significant issue present with
this option is timeliness of examinations. When we utilized the Dakota County Sheriff's
Office for digital forensic examinations prior to beginning our own program, we waited
months for results. With any consolidated center, requests of a more routine nature
will constantly be "bumped" by higher priority cases generated by other agencies in
Dakota County.
Fourth, the Lakeville Police Department could contract with a private firm to perform
digital forensic examinations. Research on cost, chain of custody of evidence,
turnaround time, certification level of personnel, etc. would need to be researched
further if this is to be considered as a viable option.
Memorandum
To: Dennis Feller
David Lang
Cc: Chief Vonhof
From: Captain Arvidson
Date: July 24 2013
Subject: In squad video
Attachments: Overview of agencies contacted for in squad video
City of Lakeville
Police Department
I have made several phone calls and had brief conversations with agencies similar in
size to gain a better understanding of the capabilities and views of the in -squad video
recording system. Below is a brief overview of what I have found:
• Most agencies purchased the recording system approximately 3 years ago
• Most have a 2 camera system with one camera facing out the front window and
the other recording activity in the back seat
• All have used information from the recordings to enhance cases for trial, and at
times, provided additional information for added charges against a suspect
• Over time, officers prefer squad cars equipped with a recording system
• Information is stored on a local server
• Claims of officer misconduct are reduced
• Retention of data can be programed to meet agency needs
• All systems are described as stable
• Viewed as a risk management tool
• Recordings can used for training purposes
The Panasonic package provides some benefits specific to our agency as it will interface
with our current Toughbook squad computers and automatically upload the information
when a squad enters any wireless equipped city facility.
Agencies contacted:
Blaine Police Department
Brand: Panasonic
360 degree system w/ rear seat camera
Purchased one year ago
Information downloaded onto lap top for immediate viewing by officer
Information kept on local server
All patrol vehicles equipped
Minnetonka Police Department
Brand: Digital Ally
Purchased 3 -4 years ago
Information kept on local server
2 camera system (front and rear seat)
All patrol vehicles equipped
Edina Police Department
Brands: l -Cop and IRSA Systems
Purchased 6 years ago
Information kept on local server
2 car camera system
All patrol vehicles equipped
Eagan Police Department
Brand: Panasonic
Purchased 2 years ago
Information kept on local server
2 camera system (front and rear seat
All patrol vehicles equipped
Woodbury Police Department
Brand: Digital Patroller
Purchased 3 years ago
Information kept on local server
2 camera system (front and rear seat)
All patrol vehicles equipped
Maple Grove Police Department
Brand: L -3 Mobile Vision
Purchased 6 years ago
Information kept on Local server
2 camera system (front and rear seat)
All patrol vehicles equipped
Coon Rapids Police Department
Brand: I -Cop (liked but would replace with different system in future)
Purchased 4 years ago
information kept on local server
2 camera system (front and rear seat)
all patrol vehicles equipped
Bloomington Police Department
Brand: Panasonic
Purchased 3 years ago
Information stored on local server
2 camera system (front and rear seat)
all patrol vehicles equipped
Eden Prairie Police Department
Does not currently have an in -car system
Researching different system
Lost traffic case because judge requested video and they could not provide
it because they were not equipped with a system
The below agencies have been contacted but no call back had been received:
• Brooklyn Park Police Department
• Burnsville Police Department
+ Apple Valley Police Department
• Plymouth Police Department
4
4
PREPARING FOR
Tim* ARRIVAL
OF - . -. 3 1 \4191A1.13
ASH 301.1E14
Submitted by the City of Minneton
loo
Every year since the discovery of the
emerald ash borer (EAB) in Saint Paul
and at the Fort Snelling Golf Course,
EAB has been creeping closer to Min -
netonka's forests. Fortunately, due to
restrictions put in place by the Min-
nesota Department of Agriculture
(MDA), the spread of EAB has been
relatively slow.
For example, the transport of firewood
from a quarantined area (Hennepin,
Ramsey, Huston and Winona coun-
ties) is prohibited. However, trans-
portation of firewood between quar-
antined counties is acceptable (for
- ,fill,..., mnrne nrn
example, from Hennepin County to
Ramsey County). Citizens can help in
slowing the spread of EAB by follow-
ing MDA guidelines and by keeping
ash wood at home.
Parks and recreation agencies can
provide EAB information to their com-
munities, and can begin by having cit-
izens ask the following questions:
1) Do I have ash trees in my yard? if so,
how many?
2) If EAB is found, will 1 opt to treat
one or more with an insecticide to
protect it from infestation?
3) Can 1 treat my ash trees on my own?
if your ash tree is 15 inches in diameter
or greater it is important to hire a pro-
fessional to ensure your tree receives
a high enough concentration to pro-
tect it.
4) If 1 don't plan to use insecticides to
protect my ash trees. have I started
planting replacement trees of other
species? Preserving ash trees by in-
secticide treatment can preserve an
area's character. Maintain established
trees in the landscape for a longer
period of time. Large trees provide
more overall benefits in terms of cool-
ing, storm water absorption, wildlife
habitat and oxygen production. Allow
younger trees to get established be-
fore the larger trees are removed.
Citizens will also want to know which
trees to treat. Considerations may
include:
Selecting trees with a high landscape
value and that are larger in size. Young,
newly planted trees can
grow relatively quickly to
replace trees that are
not that large.
0 Selecting trees
that are healthy and
growing vigorously,
with more than
B0% crown cover.
• Avoiding treating
trees that are de-
clining and have a
thin canopy; have
any cracks in the
bark or branches;
have lawn mower
damage or are
showing signs of
girdling roots that
may encircle the roots of
the tree; display fruiting bod-
ies like mushrooms that may indi-
cate decay and a sign of the tree be-
ing structurally unsound; are located on a
sloped surface, or are adjacent to surface
water or storm drains.
Community members should be in-
formed of the drawbacks to using EAB
insecticide treatments. Some insecti-
cides have the potential to contaminate
ground and surface water if improperly
applied or applied near ponds, lakes,
streams, or on slopes; and are toxic to
mammals, aquatic life, and pollinators,
and to other insects if non - target plants
are contaminated or the insecticide is
misapplied_
Once initial treatment is complete, trees
will require retreatment every one to
three years, depending on the chemi-
cal used or risk that it becomes infested.
Insecticide treatments allow you to pre-
serve your tree until it naturally declines
or it allows you to establish and replace
the tree with a non -ash species.
1
THE EA3 AND INVASIVE
SPECIES IDUMFICATION
AND QUARANTINE PROCESS
By Andrea Weber, Chair, MRPA Parks, Natural Resources,
and Facilities Section
Emerald ash borer (EMI) is here.
Whether your agency has had the
excitement of discovering it or not,
it's just a matter of time until you
do. Since first discovered in 2009
in Saint Paul, there have now been
at least eight reported infestations
in the metro area beyond the hot
spat where it began in South Saint
Anthony Park and Prospect Park.
Several sites have been confirmed
in southeastern Minnesota.
Why do we need to worry? "In ar-
eas where EAB has become estab-
lished in North America, ash tree
mortality rates approach 100%."
(Minnesota EAB Science Advisory
Group, 2008). This is particularly
important because Minnesota has
over 900 million ash trees in na-
tive forests. This is more ash trees
than in Ohio and Wisconsin com-
bined and second only to Maine
in quantity. Because Minnesota
municipalities have very high per-
centages of ash trees, losses to
EAB will impact most urban dwell-
ers. Removal of one tree can cost
a few hundred to over a thousand
dollars, depending on its location.
Though it is in the news often, em-
eraId ash borer is only one of doz-
ens of invasive species of concern
in the state.
What is an Invasive Species?
Invasive species may be insects,
invertebrates, plants, animals, or
diseases. An "invasive species" is
defined as a species that is 1) non-
native to the ecosystem under
consideration, and 2) whose intro-
duction causes or is likely to cause
economic or environmental harm
or harm to human health. (Execu-
tive Order 13112) (Ag, 2013). Thir-
ty -eight pests, plants, and other
organisms are on the "hot Ilst" of
which the Department of Agricul-
ture and Minnesota Department
of Natural Resources seek report-
ing. This hot list can be viewed
at: http: / /www,mda.state.mn.us/
plants /pestma nagement /misac/
reportinginvasives.aspx
Summer 2013 • MINNESOTA Recreation and Parks 11
"The Departments of Agriculture and
Natural Resources are responsible for
coordinating the management of inva-
sive species in the state. Department
of Agriculture staff conduct surveys
for invasive pests such as gypsy moth,
emerald ash borer, Grecian foxglove,
bark beetles, soybean rust, sudden
oak death and chrysanthemum white
rust disease and also oversee the state
noxious weed and seed laws. The DNR
is responsible for aquatic invasive spe-
cies and vertebrate terrestrial invasive
species such as zebra mussel, Eurasian
water milfoil, flowering rush, curly -leaf
pondweed, mute swans, invasive fish
and purple loosestrife." (Minnesota In-
vasive Species Advisory Council, 2013).
What Happens When an infestation
is Discovered?
When a new EAB infestation is sus-
pected, the Minnesota Department
of Agriculture performs the initial in-
vestigation. Once confirmed, if it is in
a county which has not already been
quarantined (as of May 2012, Henne-
pin, Houston, Ramsey and Winona are
under quarantine), a new quarantine
will be issued. Materials under quaran-
tine include the emerald ash borer it-
self, all ash wood or tree parts contain-
in Minneapolis, emerald ash borer(EAB)
was found in February, 2010 near the
Saint Paul border. Since then, positive
confirmations have taken place as EAB
symptoms become evident. EAB in
the Twin Cities is best described as
"hot spots' that are being discovered
as the insect population grows. This
is different than cities in Ohio and
Michigan where EAB populations were
extremely high. In these municipalities,
the sheer number of beetles was able
to decimate all ash trees in about three
years.
Knowing that EAB was on the way, the
ing wood and any hardwood firewood.
Firewood of any hardwood species is
included in the quarantine. Why, be-
cause identifying ash from bark alone is
diffCult, so all firewood (logs less than
4 feet long) is prohibited from moving
outside the quarantined county.
What Can You Do?
EAB is host specific so it only kills ash
trees that are part of the genus called
Fraxinus. The most typical ash in Min-
nesota are green ash, white ash and
black ash. Mountain ash is not really an
ash so it is not affected. This is one of
the reasons why education plays such
an important role in slowing the spread
of EAB. Use your existing communica-
tions resources to reach out to the
public in your area.
The best message to share with the
public is to avoid moving firewood. It
is believed that the movement of EAB
infested firewood has hastened the
spread of EAB. Because adult beetles
are active in the summer, it is best to
avoid pruning or removing ash trees
between May 1 and Labor Day.
Inventory your trees and know your
risk. Many cities and villages have
failed to diversify the tree types that
Minneapolis Park and Recreation Board
(MPRB) developed a preparedness
plan. in addition to educating the public
about the impending doom posed by
EAB, the MPRB stopped planting ash
trees in 2006. MPRB Forestry Services
Department crews also worked closely
with the Minnesota Department of
Agriculture (MDA) to locate infested
trees and remove them promptly.
The challenge posed by EAB is that
it can be present in a tree for three
or four years before the symptoms
become apparent. Small D- shaped
holes where the adult beetle emerges
are planted. Whenever one genus
comprises over 20 percent of the total
tree inventory, the loss of those trees
to an invasive pest can be devastating,
it's best to pi epare as soon as possible
for a future with fewer or no ash and to
take emergency action.
If your property is within a county that
has been quarantined for EAB, or with-
in 10 to 15 miles of a known EAB infes-
tation, your ash may be at risk and war-
rant treatment. Ash trees more than
15 miles beyond this range are prob-
ably not worth the expense of begin-
ning insecticide treatments; save your
money. The most effective chemical
treatments are injections of a systemic
insecticide (Emamectin benzoate).
(Herms, 2009). Many products regis-
tered for control of EAB can be applied
only by licensed applicators.
Systemic insecticides may have effects
on water quality and other insects, but
careful selection and use can minimize
these. if an infected tree is not treated,
it will die, which also has an effect on
those insects. Ash are wind pollinated,
so pollinating insects are not likely af-
fected. Woodpeckers will only feed on
live larva and insects, which will not
have accumulated enough insecticide
to harm them. (Hahn, 2011).
Mi ICI FORE EFFORTS FOR
EAB AtO OTHER INVASIVE SPECIES
By Ralph Sievert, Director of Forestry Services, Minneapolis Park and Recreation Board
is one symptom but they are usually in
branches that are too high to be seen.
The most reliable sign of infestation is
the presence of woodpeckers feeding
on the larvae located under the bark.
The woodpeckers fleck the bark off of
the branches and trunk which exposes
the lighter colored wood beneath the
bark.
In 2010 and 2011, EAB infested trees
were found relatively dose to the
initial find in Tower Hill Park. in 2012,
positive trees were found on the west
side of the Mississippi River. This year,
positive infestations were found on
the other side of the city in southwest
Minneapolis, The expert opinion is that
EAB is present throughout the city but
will not be found until the population
has grown large enough to be attractive
to feeding woodpeckers.
Knowing all ash trees will succumb to
EAB over time, the MPRB has removed
over 3,000 public ash trees since 2010.
This is best put in perspective knowing
there are about30,000 ash trees growing
along Minneapolis streets. Besides
infested trees, removals have focused on
defective and declining trees. Pesticides
have been considered, but only to slow
losses so removal and replacement
processes are manageable. Thus far, the
MPRB has been able to keep up with
preemptive removals.
in 2013, the MPRB announced its EAB
management plan for golf courses.
After finding heavily infested ash at Fort
Snelling Golf Course (FSGC) in 2012,
the decision was made to remove all
golf course ash trees over a three -year
time span. An inventory showed there
are about 1,500 ash trees on all seven
MPRB golf courses. This work began in
2013 with the removal of about 200 ash
trees from FSGC.
Rather than wait for ash trees to begin
dying in large numbers, the MPRB
plans to ramp up its preemptive
removal process. For example,
residents can have their boulevard
ash removed and replaced simply by
asking. In addition, the MPRB looks for
opportunities to phase -out existing
ash from park properties during park
improvement projects. This year,
emphasis will be placed on removing
1) small diameter trees that are easily
replanted, 2) ash that are under wires
and have had tops removed for line
clearance, and 3) selective removal of
every third to fifth ash tree on blocks
are planted with only ash.
Of course, public acceptance is a key
component of aggressively removing
ash trees not yet infested. That is
why there will be a communications
plan with a community engagement
component to help educate residents.
Trees slated for removal are painted
with a ring of green paint. An
informational door hanger is used to
explain about EAB and the reason
for removal. Part of this plan will be
to honor the request of those not
wanting the ash bordering their
residence removed.
In response to the threat posed by
EAB, the MPRB Forestry Services
Department has changed its approach
to diversifying residential streets.
After Dutch elm disease, when over
90- percent of all boulevard trees were
elms, species diversification was set-
up on a block by block basis. While
this approach did achieve the desired
outcome of incorporating a variety
of tree types throughout the city,
those living on solid ash blocks will be
experiencing the loss of all street trees
just 30 years after the loss of elms.
For this reason, replanting efforts will
now include two or three tree types
per block. These trees will be planted
in groupings of three, five, or seven
trees. This diversification by groupings
INVASIVE SPECIES IN GREATER MINNESOTA
By Bethani Gerhard, Minnesota Recreation and Park Association
According to the Minnesota Depart-
ment of Natural Resources, it is
important to prevent the transport of
zebra mussels, Eurasian watermilfoil
and other aquatic rnvasive species
(AIS). Invasive species are species
not native to Minnesota and cause
economic or environmental' harm or
harm to human health. Minnesota
waters are threatened by aquatic
invasive species. It is illegal to
transport any aquatic plants, zebra
mussels, New Zealand mudsnails or
other prohibited invasive species, or
to launch a boat or trailer with these
species attached.
Aquatic Ecologist, Freshwater
Scientific Services, LLC conducted a
study' and found several moderate -
density beds of EWM with some
degree of surface- matting in areas
will allow for the aesthetic qualities of
each tree type to be maximized while
keeping the logistics of tree planting as
efficient as possible.
What is next on the horizon?
The next big environmental threat on
the horizon may well be aquatic invasive
species (AIS). Currently, many agencies
have begun working with task forces
to develop new rules, regulations and
policies designed to protect lakes
from new infestations. The discovery of
zebra mussels in some of our most well
known and loved lakes, including Lake
Minnetonka and Mille Lacs, has spurred
action. The Minnesota Department of
Natural Resources and MPRB, among
others, have been actively planning and
reviewing best practices and research
to target the best ways to prevent
spread of zebra mussels, and big head
and silver carp in particular. Many other
aquatic invasives are out there, just as
other invasives are out there for trees,
plants and land. For an indication of
how big this issue is, the list of infested
waters in the State on Minnesota is 19
pages long!
Though many agencies have been
managing species like buckthorn and
Eurasian watermilfoil for over a decade,
the battle against invasive species
has only begun. The basic lesson that
invasive species can teach us, is that
the earth is dynamic and changing.
People are a part of this process. We
can choose to be prepared and to act,
or we can choose to stand back and
watch. What role will you play?
likely receiving frequent boat traffic (in
open water areas or in close proximity
to existing water -ski course).
This creates a high potential for
fragment -ation of EWM plants that
could hasten its spread within the
lake. Aquatic Ecologist, Freshwater
Scientific Services, LLC suggested
continued on page 14
Summer 2013 0 MINNESOTA Recreation and Parks 13
FOUNDATION/CORNER
Welcome New Board Members
As 2012 ended we said thank, you to our outgoing board members for their
service and support. In 2013, we are happy to welcome new board members
Corky Ebeling (Owatonna)), Kari Hemp (Bloomington), Lisa Abernathy
(St. Louis Park), and Nate Rosa (St. Louis Park). Thank you for your
commitment to the Foundation.
MRPF at 2013 MRPA Annual Conference
The Minnesota Recreation and Park Foundation is once again a proud spon-
sor of the 2013 MRPA Annual Conference. MRPF is proud to be involved in
many aspects of the conference this fall in Brooklyn Center. On Wednesday,
stop by and visit the Foundation booth at the exhibit hall where we will have
the silent auction featuring sports packages, golf packages, thorned baskets,
and electronics. Also, at the exhibit hall booth we will have the Foundation
rata featuring three or four great prizes including airline tickets for Sun
Country Airlines. All proceeds of the silent auction and rate go towards the
Foundation's fundraising efforts.
The conference will continue with 'The Foundation's Thursday Thing," in-
cluding sponsorship of the three engaging mini keynote speakers: J Rob-
inson, Ted Schick, and Gregg Patterson. Immediately following the mini
keynote presentations, join us for the Foundations Student Luncheon where
we will pair students and professionals to engage in networking opportuni-
ties over lunch.
Lastly, the MRPF Membership Drive will begin Wednesday during the
exhibit hall and continue through the Thursday's Foundation Student Lun-
cheon. It's a great time to renew your membership or join as a new Founda-
tion member. For all MRPF members (even new ones), remember to look for
your membership benefits and recognition packets at the conference.
the Lake John Association should prioritize
management of these areas and consider
a combination of restricting boat traffic
immediately around these EWM beds
(marker buoys), herbicide treatment of
denser, more established beds, and manual
removal of sparse EWM growth in shallow,
near -shore areas.
The Land & Resource Management
(LRM) Department initiated a watercraft
inspection program funded through grants
from the Minnesota Department of Natural
Resources, in response to Douglas County
Board resolutions passed in 2011.
Deployed with a high- pressure, hot water
decontamination unit purchased by
Douglas County, five watercraft inspectors
14 MINNESOTA Recreation and Parks 0 www.mnrpa.org
logged over 1,200 hours and inspected
hundreds of boats from June to September
in 2012, according to David Rush, director
for the Land and Resource Management
Department.
Even with County efforts complementing
inspections by the DNR, zebra mussels were
found in three additional lakes in 2012. Given
the initial equipment investment made by
the County and the continued threat from
aquatic invasive species, the LRM has again
applied for a grant to continue inspections
in 2013,
According to the MN DNR, boaters are
required to complete three main actions
before leaving the access or riparian
property The Aquatic Invasive Species (AiS)
4 .
New Initiative Grants 2013
Each year MRPF awards financial support to several members' organization
who are working to develop new and innovative programs. In 2013, the Foun-
dation was pleased to receive 11 applications for the MRPF New Initiative
Grants. This year, we awarded Stu uicial assistance to five organizations total-
ing $4,000 in financial assistance. Congratulations to the following organiza-
tions and projects that were awarded a grant the City of Minnetonka for a
Nature, Novel and Nonfiction progam; the City of St. Paul for Library After
Dark program, the Minneapolis Park and Recreation Board for sell phone
guided tour program, the City of St. Louis Park - Westwood Hills Nature
Center for an Interactive Scavenger Hunt program; and Anoka County for a
Nordic Walking program.
Scholarships Available
For professionals seeking financial support for the 2013 MRPA conference,
MRPF is offering a limited number of financial assistance packages for the
Annual State Conference in September. Support up to 3150 far current MRPF
members and 1110 for conference support and new membership for one year
are available. To apply, complete the MRPF application online at http: / /nrn-
rpa.org/MRPF/MRPFindex.htm and attach a statement from your supervisor
indicating that your training budget has been cut or reduced. For additional
questions email Michelle Margo at micheSle .margn@braokzynpark.o
IIY EE:O "1773 tI3'. iBE`ll o -
htt4rnri�t,1 '.t or +e a11o11 fdr1 Iaoiirn ?.col ud �r ri =r Dui v�rwo`l tl s
IIJ!- It'1k LIGilnutukl ii�i�s s�,:llpoitir, C UM' i',;J10 eiul LLf,
t.�rila n 4JJJ..Vt t kv. a Ir W f Id, I r. • n5
i s 4 _sl; roi:i
J. .r o r:i. , .r
ASIVE SPECIES IN GREATER « ESOT CONTINUED.
3. Pull the plug (it must remain out durir:
transport).
For more information on AIS, visit http :k
www.dnr.state.mn.ustinvasives/watC
access.html
activity areas were developed for these AIS
prevention activities that are required in
MN State Statute.
1. Clean off the boat by removing all plants
mud, debris and organisms from the
exterior and interior of the boat (including
angling equipment and the anchor).
2. Drain all water from the boat and other
water related equipment, including bait
water.
Memorandum
To: Mayor and Council
City Administrator
From: Dennis Feller, Finance Director
Date: August 23, 2013
Re: Street Reconstruction Financing
The City Council, at the July work session, asked the question as to the debt financing interest
costs (and resultant tax levy) were for various financing options related to street
reconstruction projects.
The City commenced its street reconstruction program in 2011 with the City share of cost
amortized repaid with property taxes over a 10 year period. Property taxes will therefore
increase each year for the next 10 years at which time the tax levies will level off as the old
debt is retired. The average annual street reconstruction program is approximately $6.8
million of which the City is responsible for 60% or $4.08 million.
The Term (years to repay the debt) affects the interest rate and annual tax levy. The longer
the term...
> The higher the interest rate and interest cost.
> The lower the annual tax levy.
Street Reconstruction cost
City Share of cost
Term of repayment (years)
Assumed interest rate
Annual tax levy
Annual interest cost
Current
10 -Year 15 -Year 5 - Year
$ 6,800,000 $ 6,800,000 $ 6,800,000
$ 4,080,000 $ 4,080,000 $
10 15
3.0% 4.0%
$ 478,300 $ 366,960 $
$ 70,300 $ 142,440 $
1
City of Lakeville
Finance Department
4,080,000
5
2.0%
865,606
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Contract snow removal services versus purchase of equipment.
a. Due to the specialized nature of the equipment few companies are able to perform
snow removal for a City. Equipment generally consists of what the contractor has
available, generally motor graders, loaders, and, in some cases, plow- configured dump
trucks. The problem with using motor graders and loaders is that the City must still
put its own trucks on the routes for deicing. With contractor supplied dump trucks,
age and reliability are additional factors to consider.
b. Another consideration is timing. When a snowstorm hits, plows are needed
immediately. Distance from the contractors base to the City, as well as the availability
of the contractors staff, can be limiting factors in contracted snow removal scenario.
Plows on contracted routes would start later than City plowed routes and would be
subject to Federal Highway Safety Administration rules concerning the amount of
time a commercial driver can remain on the road. This may have an effect on the
quality of service provided to residents.
c. The City of Lakeville has both contracted for snow removal services and leased snow
removal equipment in an effort to reduce the number of snowplows purchased which
would avoid additional maintenance costs and potentially reduce the size of the
facilities needed to store the equipment. During both the contracting and leasing
periods, the City did not have enough equipment to meet its snow removal needs in a
timely manner. Contracting was discontinued because it did provide an adequate
level of service to residents. Leasing was stopped due to the cost of leased equipment
and the need to follow up on the route with a truck for deicing. The lease was costing
the City approximately $5,000 per month from 1 November through 30 April.
d. Locally, Ames Construction did contract with the City of Burnsville, but no longer
provides snow removal. Burnsville has placed city snowplows on all the routes
formerly plowed by Ames. Rud Construction provides contracted snow removal using
dump trucks and a motor grader. They are currently contracting primarily with
townships. Friedges Landscaping also has the capability for large scale snow removal
with dump trucks, a motor grader, loaders, and pickup trucks. They have contracted
with the local school districts and generally charge an hourly rate based on equipment
used. Fora 10 hour snow event the cost fora dump truck would be $1,050. In 2012,
there were 35 snow events totaling approximately 160 hours that would result in a
cost of $16,800 for one contract plow route.
1
e. The City of Lakeville currently provides snow removal service to Credit River Township
along Judicial Road and to Burnsville for approximately 3 centerline miles in the Maple
Island and Crystal Lake area.
2
Memorandum
To: Mayor, City Council & City Administrator
From: John Hennen, Park Maintenance & Operations Mgr
Copy: Dennis Feller, Finance Director
Brett Altergott, Parks & Recreation Director
Mark Kruse, Parks Supervisor
Date: August 13, 2013
Subject: Mower Purchase Versus Lease Cost Effective Analysis
City of Lakeville
Parks & Recreation
At the July 24, 2013 Budget Work Session, the Mayor and City Council directed staff to provide
a cost effectiveness analysis on purchasing versus leasing mowers for park operation
purposes. Over the last 10 years, staff has leased a minimum of two John Deere 1445 riding
mowers with mowing deck for four months for the purpose of mowing boulevards in our
community. Over the past six years, the average cost to rent one of these mowers for four
months was $4,092.12. Currently, the Parks Department owns four of these units, which are
not only used for mowing purposes but also for snow removal operations (facility sidewalks
and ice rinks). These units are typically replaced every seven years. Therefore, the cost to
lease one unit for seven years would be $28,644.84.
The purchase of a new John Deere 1445 riding mower and mowing deck costs $27,978.68.
After seven years, one can expect to receive $7,250.00 as a trade -in value for the unit when
purchasing new. Therefore, the cost of a unit after receiving trade -in value when replacing
the unit would be $20,728.68. The chart below shows the comparison of leasing versus
purchasing such unit, including maintenance costs (for the four months they are used in
summer for mowing operations):
Lease 1 Unit Purchase 1 Unit
$ 4,092.12/year $27,978.68
X 7 yrs. - 7,250.00 (avg. trade -in after 7 years)
$28,644.84 $20,728.68
+ 5,495.00 Maint. ($785/yr.X7 yrs.) + 6,370.00 Maint. ($910/yr.X7 yrs.)
$34,139.84 $27,098.68
Maintenance costs includes items such as the labor and materials to perform items such as
preventative maintenance, oil changes, mowing deck set -up, strobe light installation, blade
replacement, flat tire repairs, etc. but not including fuel costs.
JLH:j
G: \Budget \2014 - 2015 Budget \Council Work Sessions \2013- 08 -26 \5 - 9 Mower Purchasing vs Leasing Cost.docx
Memorandum
To: Mayor, City Council & City Administrator
Brett Altergott, Parks & Recreation Director
From: John Hennen, Park Maintenance & Operations Mgr
Copy: Dennis Feller, Finance Director
Mark Kruse, Parks Supervisor
Date: August 12, 2013
Subject: Cost to Construct and Maintain Trails
At the July 24th City Council Work Session, staff was directed to provide information on the
cost to construct and maintain a mile of trail. The following is the information:
Trail Maintenance
There are currently approximately 100 miles of asphalt trails in our system. Staff is estimating
the life span of a trail will be 35 years with an overlay application of the trail at approximately
15 -20 years old. The estimate for the maintenance as noted below is broken down into
sealcoating and overlay:
Sealcoating $ 493.57
Overlay trail (year 15 -20) $1,493.00
$1,986.57 mile /year
G: \Budget \2014 - 2015 Budget \Council Work Sessions \2013- 08 -26 \5 - 10 Parks - Trails - Cost per Mile.docx
City of Lakeville
Parks & Recreation
1 Sealcoating costs were calculated figuring a trail would be sealcoated five times in its 35 year
life span.
2 Overlay costs were determined using 2013 overlay prices associated with the 205th Street trail
overlay project which includes the replacement of 10 pedestrian ramps on a 10' wide trail.
Trail to be overlaid at approximately 15 -20 years old.
Costs do not include items such as snow removal operations, sod repair, Round -up
application in cracks, minor repairs, removal /cut back of vegetation from alongside trail and
miscellaneous sweeping.
Trail Construction
The estimated cost to construct a "standard" one mile trail segment is $20- 22.00 /L.F.
Therefore, the cost to construct one mile of trail would range between $105,600 - 116,160.00.
As mentioned, this is a "standard trail segment" along a roadway which wouldn't include
costs such as block wall, boardwalks, additional base material, etc. which may be needed for
trails constructed near wetland and wooded areas and areas with varying topography.
G: \Budget \2014 - 2015 Budget \Council Work Sessions \2013- 08 -26 \5 - 10 Parks - Trails - Cost per Mile.docx