HomeMy WebLinkAbout10-23-2023
AGENDA
CITY COUNCIL WORK SESSION
October 23, 2023 - 6:30 PM
Lakeville Water Treatment Facility
Members of the public can participate in person at the Lakeville Water Treatment Facility, 18400 Ipava Avenue. Members of the
public may join the meeting via Teams Meeting, Meeting ID: 236 854 408 111 or by calling Toll Number 1-323-433-2142;
Conference ID: 809 682 696#. The mayor will allow for public comments and questions at the appropriate time.
The City Council is provided background information for agenda items in advance by staff and appointed commissions,
committees, and boards. Decisions are based on this information, as well as City policy, practices, input from constituents, and a
council member’s personal judgment.
1. Call to order, moment of silence and flag pledge
2. Citizen Comments
3. Discussion Items
6:35 p.m. a. Fire Department Facility Study by CNH Architects Michael Meyer
7:20 p.m. b. PFAS Litigation Paul Oehme
7:35 p.m. c. 2024 Proposed Liquor Fund Budget Julie Stahl
7:45 p.m. d. 2024 Proposed Utility Fund Budgets & Utility Rate
Projections
Julie Stahl
7:55 p.m. e. 2024 Proposed Fee Schedule Julie Stahl
8:15 p.m. f. 2023 3rd Quarter Financial Report Julie Stahl
4. Items for Future Discussion
5. Committee/ City Administrator Updates
6. Adjourn
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Date: 10/23/2023
Fire Department Facility Study by CNH Architects
Proposed Action
Review Facility Study completed by CNH Architects
Overview
At the start of 2023 the Fire Department contracted with CNH Architects to complete a facility
study of all four fire stations. The objective of the study is to accommodate 24/7 staffing at all
locations. CNH Architects has met with staff monthly, since April, where they have focused on
the current and future needs of our department.
The Lakeville Fire Facility Assessment attachment will be presented by CNH Architects.
Supporting Information
1. Lakeville Fire Facility Assessment
2. LFD Study - Council Presentation 2023-10-18
Financial Impact: $ Budgeted: No Source:
Envision Lakeville Community Values: Safety Throughout the Community
Report Completed by: Michael Meyer
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Fire Department
Facilities Study
Lakeville
October 12, 2023
Your success is our inspiration.23009
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I HEREBY CERTIFY THAT THIS PLAN, SPECIFICATION, OR REPORT WAS PREPARED
BY ME OR UNDER MY DIRECT SUPERVISION AND THAT I AM A DULY LICENSED
ARCHITECT UNDER THE LAWS OF THE STATE OF MINNESOTA
PRINT NAME: QUINN HUTSON
SIGNATURE:
DATE: 10/12/23 LICENSE NO: 21234
CNH Architects
Quinn Hutson, AIA, Principal Architect
Brooke Jacobson, AIA, Principal Architect
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Table of Contents
Executive Summary 1
Lakeville Fire Department Location Map 7
Station 1
Introduction 8
Existing Site Analysis 10
Existing Conditions Analysis 12
Option 1 Building Program 14
Option 1 Proposed Building Layout 15
Option 1 Proposed Site Layout 17
Option 2 Building Program 18
Option 2 Proposed Building Layout 19
Option 2 Proposed Site Layout 21
Station 2
Introduction 22
Existing Site Analysis 24
Existing Conditions Analysis 26
Building Program 28
Proposed Building Layout 29
Proposed Site Layout 31
Station 3
Introduction 32
Existing Site Analysis 34
Existing Conditions Analysis 36
Option 1 Building Program 38
Option 1 Proposed Building Layout 39
Option 1 Proposed Site Layout 41
Option 2 Building Program 42
Option 2 Proposed Building Layout 43
Option 2 Proposed Site Layout 44
Station 4
Introduction 46
Existing Site Analysis 48
Existing Conditions Analysis 50
Building Program 52
Proposed Building Layout 51
Proposed Site Layout 55
Combined Station 2 & 4
Introduction 56
Building Program 58
Proposed Building Layout 59
Proposed Site Layout 61
Best Practices 62
Building Zones 64
Cost Estimates 68
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INTRODUCTION
The Lakeville Fire Department contracted with CNH Architects to
perform a study to assess the space needs and facility conditions
of their four fire station facilities to meet today's best practices and
prepare for the future of the department. The study evaluates a
broad series of building and operational attributes to determine
whether remodeling and adding on to each facility or demolishing
an existing facility and building new on each of the current sites
makes the most sense both functionally and financially to meet the
department's current and future needs. As part of this study the
possibility of combining two existing stations into one single station
on a new yet-to-be determined site was evaluated to determine
what it would take to move to this approach that would meet the
department's current and future needs.
The information provided in this study includes data gathered and
analyzed by CNH Architects as well as valuable input provided
by the City and fire department staff. The report includes this
Executive Summary followed by, supporting data, concept plans,
cost estimates, and conclusion.
PROCESS
The study process utilized the following major steps:
›Gather data on existing conditions, current space needs,
operational goals, future growth, fire station Best Practices
related to health, NFPA standards, and energy efficiency status
›Evaluate existing conditions and short-term dorm needs to
determine scope of temporary fix to each station to be able to
house new full-time staff
›Develop a building program of space needs for all existing
stations as well as combining two existing stations into one
single station based on data gathered and comparative square
footages used at other fire stations of similar size in the Twin
Cities area
›Evaluate building program and existing conditions to determine
scope of demolition, remodeling, addition, or new building on
current sites that will best meet the needs of the department
now and in the future
›Evaluate building program of new building for a combined single
station on a generic new site that will best meet the needs of
the department now and in the future
DEPARTMENT OPERATIONS
The Lakeville Fire Department is currently made up of paid-on-call
firefighters with a small complement of full-time administration
staff. Due to the City being one of the fastest growing communities
in the state, the department will be making the transition to a hybrid
fire department starting in 2024 which will include both full-time
and paid-on-call staff firefighters. The department will be adding
18 full-time firefighters to provide a 24 hours a day, 7 days a week
response that will complement the paid-on-call firefighters starting
Executive Summary
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1Lakeville Fire Department Facilities Study
Executive Summary
with an initial hiring of 6 full-time firefighters next year and an additional 12 full-time firefighters within the next two years.
IMMEDIATE DORM NEEDS
The department's four fire station facilities are not currently set up to house full-time staff and each station will need
remodeling to be able to temporarily house over night staff as a short-term fix for immediate needs until the remaining
current and future needs of the department further analyzed in this report can be addressed. For each station to be able to
accommodate full-time staff individual dorm rooms with appropriate fire rated walls need to be added along with space for
personal lockers, additional refrigerators, residential laundry capabilities and shower facilities. Each facility was evaluated
for where these spaces could be located against what existing spaces could be temporarily given up to make room for these
short-term dorm needs.
While the short-term remodeling will meet the needs of the department to accommodate over night staff it will not address
the lack of Best Practices for fire station design at each station that include training features, carcinogen reduction, and
physical and mental health well-being that is critical for firefighter health and retention. The department will also lose the
functions of the office and training room spaces that are being re-purposed for the firefighter living quarters. As these fixes
are short-term only that are intended for roughly 18-36 months, planning should begin for the remaining current and future
needs as appropriately determined by the City.
MAJOR SITE & BUILDING ANALYSIS
Fire Station 1 - Holyoke Station
The study reviewed many aspects of the fire station site and building. Since the station was built in 1985 there have been
many changes in standard fire station design and operations. These Best Practices range from updates in National Fire
Protection Association (NFPA) design standards to many safety elements including in-station training features as well as
the current focus on carcinogen reduction strategies and mental health. As would be anticipated, the current building is
significantly lacking in the current Best Practices that are included in typical fire stations in the metropolitan area and across
the country.
Since the construction of the current station, there have been many changes in mechanical and electrical systems and
design. Not only is the current building lacking in some of the more efficient and cost-effective systems of today, the current
systems have reached the end of their life cycle and are due for replacement. There are also maintenance costs associated
with upkeep to the station to maintain the current building including items such as roof replacement, caulking, replacement
of flooring, and the many other costs related to regular repairs of an older facility.
The existing site consists of 4.25 acres and is located across Holyoke Avenue from City Hall at the roundabout intersection
of Holyoke Avenue and 202nd Street West/County Road 50 and borders residential properties to the south. The building is
situated on the west half of the site and has adequate street access providing acceptable response times from this location.
The public entrance is visible from Holyoke Avenue and there is ample parking available on site, though there is no clear
delineation between public and firefighter response parking. Apparatus are unable to move between the west and east
sides of the site without exiting onto either Holyoke Avenue or 202nd Street West/County Road 50 to re-enter the site. There
is a wetland on the east edge of the property that impacts buildable area on site slightly.
The existing building has many concerns based on the upkeep, maintenance or complete replacement of systems and
building elements as well as the undersized building. The building does not meet current Best Practices in station design
and firefighter safety elements including considerable issues with poor ventilation, outdated contamination separation,
and limited apparatus bay access with only two of the four bays being pull through bays requiring apparatus to back into
the building in two bays. The space needs analysis identified a shortage of more than 23,000 square feet of building area
for larger apparatus bays, separate turnout gear storage, training space, decontamination spaces, separate fitness area,
storage, offices, individual dorms and restrooms.
Due to the size of the site and building, as well as the condition of the building in comparison to the space needs analysis,
it was determined that an addition and remodel could be feasible on site that would meet primary needs with some
concessions and multiple options were reviewed with city staff with the final options presented in this report. With some
of the concessions an addition and remodel pose on this site, a proposed new building was analyzed that would meet all
program needs and multiple options were reviewed with city staff with the final options presented in this report.
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CNH ARCHITECTS 2
Fire Station 2 - Dodd Station
The study reviewed many aspects of the fire station site and building. Since the station was built in 1976 and then added
on to in 1985 and again in 1991 with a remodel in 2003, there have been many changes in standard fire station design and
operations. These Best Practices range from updates in National Fire Protection Association (NFPA) design standards to many
safety elements including in-station training features as well as the current focus on carcinogen reduction strategies and mental
health. As would be anticipated, the current building is significantly lacking in the current Best Practices that are included in
typical fire stations in the metropolitan area and across the country.
Since the construction of the current station, there have been many changes in mechanical and electrical systems and design.
Not only is the current building lacking in some of the more efficient and cost-effective systems of today, the current systems
have reached the end of their life cycle and are due for replacement. There are also maintenance costs associated with upkeep
to the station to maintain the current building including items such as roof replacement, caulking, replacement of flooring, and
the many other costs related to regular repairs of an older facility.
The existing site consists of 2.54 acres and is located at the roundabout intersection of Dodd Boulevard and Flagstaff Avenue
and is surrounded by residential properties. The building is situated in the center of the site and has adequate street access
providing acceptable response times from this location. There is no clear public entrance to the building and while there is ample
parking available on site, no parking is located near the entrance labeled with the address whic is intended as the main entrance
and there is no clear delineation between public and firefighter response parking. Apparatus are able to move between the
northwest and southeast sides of the site without having to leave the site. There is a stormwater retention pond located in the
southeast corner of the site. The location of the roundabout intersection impacts the buildable area of the site limiting what can
be done in the northwest corner of the site.
The existing building has many concerns based on the upkeep, maintenance or complete replacement of systems and building
elements as well as the undersized building. The building does not meet current Best Practices in station design and firefighter
safety elements including considerable issues with poor ventilation, outdated contamination separation, lack of showers and
limited apparatus bay access with only one of the four bays being pull through bays requiring apparatus to back into the building
in three bays. The space needs analysis identified a shortage of more than 24,000 square feet of building area for larger
apparatus bays, separate turnout gear storage, training space, decontamination spaces, separate fitness area, storage, offices,
individual dorms and restrooms.
Due to the size of the site and building as well as the condition of the building in comparison to the space needs analysis it was
determined that an addition and remodel is not feasible on site and that a proposed new building would be needed to meet all
program needs with multiple options reviewed with city staff with the final options presented in this report.
Fire Station 3 - Kenrick Station
The study reviewed many aspects of the fire station site and building. Since the station was built in 1988, there have been many
changes in standard fire station design and operations. These Best Practices range from updates in National Fire Protection
Association (NFPA) design standards to many safety elements including in-station training features as well as the current focus
on carcinogen reduction strategies and mental health. As would be anticipated, the current building is significantly lacking in
the current Best Practices that are included in typical fire stations in the metropolitan area and across the country.
Since the construction of the current station, there have been many changes in mechanical and electrical systems and design.
Not only is the current building lacking in some of the more efficient and cost-effective systems of today, the current systems
have reached the end of their life cycle and are due for replacement. There are also maintenance costs associated with upkeep
to the station to maintain the current building including items such as roof replacement, caulking, replacement of flooring, and
the many other costs related to regular repairs of an older facility.
The existing site consists of 3.17 acres and is located at the roundabout intersection of Kenrick Avenue and 175th Street West
and is bordered by residential properties to the north and east with commercial properties to the west and south. The building
is situated in the southwest corner of the site and has adequate street access providing acceptable response times from this
location. The public entrance to the building is not very visible from the street and while there is ample parking available on site
adjacent to the entrance, the entrance is hidden behind a ramp and retaining wall due to the grade change on site and there is
no clear delineation between public and firefighter response parking. Apparatus are unable to move between the west and east
sides of the site without exiting onto Kenrick Avenue to re-enter the site via a separate drive. There is a communications building
owned by Frontier located within the property lines close to the center of the site that significantly impacts buildable area on
site. The location of the roundabout intersection impacts access into the site for non-apparatus traffic. The existing building
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3Lakeville Fire Department Facilities Study
has many concerns based on the upkeep, maintenance or complete replacement of systems and building elements as well as
the undersized building. The building does not meet current Best Practices in station design and firefighter safety elements
including considerable issues with poor ventilation, outdated contamination separation, and limited apparatus bay access with
only one of the two bays being pull through bays requiring apparatus to back into the building in one of the bays. The space
needs analysis identified a shortage of more than 21,000 square feet of building area for larger apparatus bays, separate turnout
gear storage, training space, decontamination spaces, separate fitness area, storage, offices, individual dorms and restrooms.
Due to the size of the site and building, placement of the Frontier communications building as well as the condition of the
building in comparison to the space needs analysis it was determined that an addition and remodel could be feasible on site
that would meet primary needs with some concessions and multiple options were reviewed with city staff with the final options
presented in this report. With some of the concessions an addition and remodel pose on this site, a proposed new building was
analyzed that would meet all program needs and multiple options were reviewed with city staff with the final options presented
in this report.
Fire Station 4 - 185th Station
The study reviewed many aspects of the fire station site and building. Since the station was built in 2002, there have been many
changes in standard fire station design and operations. These Best Practices range from updates in National Fire Protection
Association (NFPA) design standards to many safety elements including in-station training features as well as the current focus
on carcinogen reduction strategies and mental health. As would be anticipated, the current building is significantly lacking in the
current Best Practices that are included in typical fire stations in the metropolitan area and across the country.
Since the construction of the current station, there have been many changes in mechanical and electrical systems and design.
Not only is the current building lacking in some of the more efficient and cost-effective systems of today, several of the current
systems have reached the end of their life cycle and are due for replacement with only one rooftop unit and the generator
having been replaced recently. There are also maintenance costs associated with upkeep to the station to maintain the current
building including items such as roof replacement, caulking, replacement of flooring, and the many other costs related to
regular repairs of an older facility.
The existing site consists of 5.06 acres and is located off of 185th Street West between Ipava Avenue and Dodd Boulevard and
is bordered by other city properties to the north and west, commercial properties to the east and a middle school to the south.
The building is situated in the west half of the site and has adequate street access providing acceptable response times from
this location. The public entrance to the building is only visible from the street as approached from the east and there is ample
parking available on site, though there is no clear delineation between public and firefighter response parking. Apparatus are
unable to move between the west and east sides of the site without exiting onto a city frontage road to re-enter the site via a
separate drive. There is a stormwater retention pond on the east portion of the site as well as a cell tower just northeast of the
existing building that impacts buildable area on site.
The existing building has many concerns based on the upkeep, maintenance or complete replacement of systems and building
elements as well as the undersized building. The building does not meet current Best Practices in station design and firefighter
safety elements including considerable issues with poor ventilation, outdated contamination separation, and limited apparatus
bay access with only two of the three and a half bays being pull through bays requiring apparatus to back into the building in
one and a half of the bays. The space needs analysis identified a shortage of more than 25,000 square feet of building area for
larger apparatus bays, separate turnout gear storage, training space, decontamination spaces, separate fitness area, storage,
offices, individual dorms and restrooms.
Due to the size of the site and building as well as the condition of the building in comparison to the space needs analysis it was
determined that an addition and remodel could be feasible on site that would meet all program needs and multiple options
were reviewed with city staff with the final options presented in this report.
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CNH ARCHITECTS 4
FIRE STATION OPTIONS
Fire Station 1 - Holyoke Station
The existing site was analyzed for meeting the programming needs of the department. The location meets the basic current
and future needs of the fire department, however the existing site and building limits the ability to meet all the Best Practices
for an efficient and safe fire station design. Two different options were developed based on the programming needs and Best
Practices.
Option 1:
In this option, the majority of the existing structure would remain in place with a significant first floor addition to the north.
A few concessions need to be made to fit the program determined from the space needs analysis on the site to meet primary
needs. In order to re-use the existing apparatus bays that are situated in the southwest corner of the site, the first floor addition
is spread out along the north half of the site creating longer than ideal distances from the public entrance to the station office
for the ability for firefighters to answer the front door. The firefighter residence area including dorms, patio and indoor/
outdoor fitness areas are along the north edge of the property with very little buffer between them and the adjacent Heritage
Center. The four existing apparatus bays are not the ideal width or length and apparatus will have to back into two of the five
apparatus bays which does not meet Best Practices. The majority of the apparatus bay support spaces are less than ideal in size
due to utilizing the existing structure and footprint. Clear separation can be made between the firefighter parking and public
parking with separate entrances and parking areas to prevent interference with firefighter response times. The public entrance
is situated directly off of the public parking lot but is situated at the far north end of the site making visibility from the street
difficult.
Option 2:
In this option, the existing building is demolished and a new building is built in it's place. With an all new building, all Best
Practices and programming needs can be met for an efficient and safe fire station design without any concessions. The new
building orientation on site allows for the public entrance to be located directly off of Holyoke with separate public parking
and the separate firefighter response and parking can be located off of 202 Street West/County Road 50. The overall building
layout is much more efficient providing preferred distances between the public spaces and the station office making it easier
for firefighters to answer the front door. The dorms, patio and indoor/outdoor fitness areas are more centrally located on the
site providing a better buffer to the neighboring Heritage Center. In this layout the apparatus bays are the desired width and
length with access on both sides for either pull through bays or to allow for double stacking providing flexibility for apparatus
layout within and meeting Best Practices. To remain operational with the new build, the new apparatus bays would need to be
built first allowing operations to move into the new bays and support spaces while the existing building is torn down. Once the
existing building is demolished then the station office, public spaces and fire residence areas can be completed.
Fire Station 2 - Dodd Station
The existing site was analyzed for meeting the programming needs of the department. The location meets the basic current and
future needs of the fire department, however the existing site and building limits the ability to meet all the Best Practices for
an efficient and safe fire station design. Due to the conditions of the site and existing building only one option was developed
based on meeting all the programming needs and Best Practices.
In this option, the existing building is demolished and a new building is built in it's place. With an all new building, all Best
Practices can be met for an efficient and safe fire station design without any concessions. The new building orientation on site
allows for the public entrance to be located off of Dodd Boulevard with a shared parking lot for public and firefighters due to
tight site constraints with the shape of the site and the roundabout intersection overlapping onto the site. The new building is
located in the center of the site with two-story station office and residence on the north half of the building and the apparatus
bays are situated to the south. To remain operational with the new build, the two southern most apparatus bays and center
support area to be built first allowing operations to then move into that portion of the building before the existing building is
torn down and the northern most apparatus bays and two-story portion of the building are built. With this building layout all
operational needs of the fire department can be met along with meeting all Best Practices for an efficient and safe fire station
design.
Fire Station 3 - Kenrick Station
The existing site was analyzed for meeting the programming needs of the department. The location meets the basic current
and future needs of the fire department, however the existing site and building limits the ability to meet all the Best Practices
for an efficient and safe fire station design. Two different options were developed based on the programming needs and Best
Practices.
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5Lakeville Fire Department Facilities Study
Option 1:
In this option, the majority of the existing structure would remain in place with a significant first floor addition to the north and a smaller first floor
addition to the southeast. A few concessions need to be made to fit the program determined from the space needs analysis on the site to meet
primary needs. In order to re-use the existing building that is situated in the southwest corner of the site, the new building addition had to be split
into two portions placed at opposite ends of the existing building to avoid the communications buildings located near the center of the site while
providing appropriate access for the apparatus around the site. New apparatus bays would be constructed to the north of the existing building
with the existing apparatus bays being re-purposed for station office, restrooms and fitness area. With this layout apparatus are unable to move
between the west and east sides of the site without exiting onto Kenrick Avenue to re-enter the site via a separate drive. Due to the arrangement
of the additions and utilizing the existing building, the building is quite spread out and the interior spaces are not very efficient. The main public
entrance is not visible from the street and enters into the building between the station office and residence areas.
Option 2:
In this option, the existing building is demolished and a new building is built on site. In order to accomplish this due to the location of the
communications building, the adjacent site to the east would need to be purchased allowing the majority of the new building to be built on the
additional property. This would also allow apparatus response to respond directly onto 175th Street West providing a safer access that avoids
the roundabout intersection adjacent to the existing building. With an all new building, all Best Practices can be met for an efficient and safe fire
station design without any concessions. The new building orientation on site allows for the public entrance to be visible from the roundabout
intersection with the public parking located directly off of the roundabout drive. Firefighters would have a separate drive and parking area
accessed off of 175th Street West. The apparatus bays would be situated on the east portion of the combined site with the two-story station
office and residence areas to the west. Utilizing the adjacent property would allow for the entire new station to be built with operations moving
into the building upon completion and then the existing building could be demolished providing uninterrupted operations throughout the
duration of construction
Fire Station 4 - 185th Station
The existing site was analyzed for meeting the programming needs of the department. The location meets the basic current and future needs
of the fire department, however the existing site and building does have some minor limitations to be able to meet all the Best Practices and
programming needs for an efficient and safe fire station design. Due to the conditions of the site and the existing building being relatively new
only one option was developed based on the programming needs and Best Practices.
In this option, the majority of the existing structure would remain in place with a significant first floor addition to the east and smaller addition
to the south. A few minor concessions need to be made to fit the program determined from the space needs analysis on the site. In order to
re-use the existing apparatus bays there is limited room on site to add additional bays to the south as well as an apparatus bypass drive, creating
a southern addition of one apparatus bay that is not as wide as the ideal width to maintain the bypass drive. The existing apparatus bays are not
deep enough to meet the needs of the department thus resulting in an addition on the east end of the bays to extend them out the ideal length.
Maintaining the existing fitness room as fitness prohibits the use of any exterior fitness opportunities as the existing fitness room is internal. The
existing office areas are re-purposed as office areas with additional space in the east addition. The east addition allows for a second floor to be
utilized to house the residence area along with a few training features.
Combined Station
As part of the study, the possibility of combing two existing stations into a single combined station was analyzed. A new generic site of an ideal
size of 4 to 4.5 acres was used and developed to meet all programming needs of the department. This size meets the basic current and future
needs of the fire department as well as all Best Practices for an efficient and safe fire station design.
Due to the challenges that exist with building a new station at the Station 2 location as well as remodeling and adding on to the Station 4 location
while keeping both stations operational during construction, a potential new single site was analyzed. If a decision is made to move to a new
single site, a combined plan is included in this report which shows a good fit on a generic site incorporating required programming. All potential
new sites need to be evaluated to see if they meet the needs of the program as indicated in this report. A new larger site would allow for ideal
circulation on site, separate public and firefighter drives and parking, and all programmed spaces to be ideal in size with an efficient layout that
meet the operational needs of the fire department.
The existing Central Maintenance Facility site was discussed during this analysis as a possible candidate for the new site location, however this site
only provides roughly 2.77 acres of buildable area. For the combined station to properly fit on this site, significant concessions would need to be
made to the station which would not meet primary needs nor Best Practices.
Building a new single fire station on a new site would allow the existing stations to remain fully operational while the new fire station is being built.
Once the department transitions to the new single station, the existing stations could be used for other city functions or put up for sale.
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CNH ARCHITECTS 6
COST IMPLICATIONS
The multiple variables and options for general cost comparison value are listed below for each station approach. The estimates shown in
this study represent current construction costs and will need to be adjusted to future costs at the time of proceeding on any particular
approach. Further, these costs represent a mid-point value within a plus or minus 10% range as is relevant for the preliminary stage of the
current designs but are relevant for comparison of different approaches to meet the needs of the fire department well into the future.
Station 1: The cost implications vary between the addition/remodel of roughly $15.1 million and all new station at roughly $21.8 million.
While this is a noticeable difference in construction cost, there are benefits in the new construction approach that could mitigate the
additional costs. These would include the ability to meet all of the ideal operational features for this fire station in an efficient manor.
Station 2: The cost implications for the all new station are roughly $19.2 million.
Station 3: The cost implications vary between the addition/remodel of roughly $16 million and all new station at roughly $17.7 million.
While this is a noticeable difference in construction cost, there are benefits in the new construction approach that could mitigate the
additional costs. These would include the ability to meet all of the ideal operational features for this fire station in an efficient manor.
Station 4: The cost implications for the addition/remodel are roughly $15.2 million.
Combined Station: The study reviewed the option to combine Station 2 and Station 4 into a combined station on a new site. The cost
review of this approach resulted in a construction cost of $25.2 million for this larger single fire station. This combined site construction
cost would be less than the total of building a new Station 2 and the remodel/addition of Station 4 of roughly $34.4 million. While land
would need to be purchased for the new combined station approach to be more centrally located adding additional cost to the project
which is undetermined at this time, there is also opportunity to sell the properties that Station 2 and Station 4 creating revenue for the
city or the properties could be re-purposed for other city use.
CONCLUSION
This study indicates that there are significant current issues with all four fire station facilities in the department. The program of space
needs found that there is a combined square foot shortage of over 97,000 square feet between all four stations that severely impact
the current and future fire department operations, occupant health and safety, as well as future costs to maintain each building. The
following recommendations will address significant firefighter health concerns, will fire station design Best Practices as well as position
the fire department facilities to meet the long term needs of the City of Lakeville. This report develops recommendations based on the
developed concept plans to address each facility which are summarized below:
Station 1: While this station would support an addition and remodel or an all new building, the recommendation is to move forward
with the addition and remodel approach as this approach is significantly less costly than the all new building approach and would still
meet the primary needs of the department for the foreseeable future.
Station 3: While this station would support an addition and remodel or an all new building, the recommendation is to move forward
with the addition and remodel approach as this approach is less costly than the all new building approach. While the addition and
remodel approach is only slightly less costly than the all new building approach, the need to purchase the adjacent land to make the all
new building approach work would add additional cost making the difference in estimated project costs greater. The additional and
remodel approach would meet the primary needs of the department for the foreseeable future.
Station 2 & Station 4: The recommendation for Station 2 and Station 4 is to move forward with the combined station approach on a
new site. This approach would provide the ability to meet all ideal operational needs including providing appropriate health and safety
features critical for firefighters. Relocating both stations to a new site provides a more centralized response within the heavy response
traffic area and eliminates response time issues created by the roundabout at the current Station 2 location. Additionally, combining
the two stations into one facility is a more fiscally responsible approach as the overall cost of one new facility is less than dealing with
each station separately. This is more cost effective both in the sense of initial construction cost as well as in the long term maintenance
and operational costs.
The timeline for the above recommendations including the short-term fixes to meet staffing needs should begin with the short-term
remodel fix of Station 4 - 185th Station in the coming months and followed by the short-term remodel of Station 1 - Holyoke Station next
year. During this period the design process should begin for the all new combined station approach to replace Station 2 and Station 4
followed by the addition and remodel of Station 1 - Holyoke Station and then Station 3 - Kenrick Station. Beginning with the combined
station allows room for equipment and staff from Stations 1 and 3 to be temporarily relocated to the newly constructed combined
station while those stations are under construction.
Page 12 of 186
7Lakeville Fire Department Facilities Study
Station 1: 20190 Holyoke Avenue
Station 2: 16720 Dodd Boulevard
Station 3: 17490 Kenrick Avenue
Station 4: 9465 185th Street West
City of Lakeville boundary
Fire District boundary
Lakeville Fire Department Location Map
Station 1 - Holyoke Station
Eureka Township
Station 3 - Kenrick Station
Station 4 - 185th Station
Station 2 - Dodd Station Cedar Ave35WDodd
Blvd
Lakeville Fire Department Map
The map above shows the locations of all four fire
stations being evaluated for needs assessment and
design recommendations to better meet the fire
department’s operational functions.
Page 13 of 186
CNH ARCHITECTS 8
Station 1 is an existing fire station that
was built in 1985. The station had a
remodel in 1995 and again in 2012. The
fire department consists of two levels,
a main floor and a second level. The
existing square footage of the fire station
is 11,760 square feet. The property's
current zoning designation is P/OS Public
and Open Space District. The site has a
gross area of 4.25 acres with 2.11 acres
of buildable area. The site is located
at the intersection of Holyoke Avenue
and 202nd Street West/County Road
50 across the street from City Hall and
adjacent to residential properties.
Address
20190 Holyoke Avenue
Station 1
Holyoke Station
Page 14 of 186
9Lakeville Fire Department Facilities Study
Building Type
P/OS Public and Open Space
District
Gross Area
4.25 Acres
Buildable Area
2.11 Acres
Page 15 of 186
CNH ARCHITECTS 10
Station 1 - Holyoke Station
Site Analysis
Page 16 of 186
11Lakeville Fire Department Facilities Study
There is a wetland located on the east
side of the property.
The site is located at the intersection of Holyoke Avenue and 202nd Street West/
County Road 50. There is good visibility of the site for apparatus to exit onto
Holyoke Avenue. There is a roundabout at the southwest corner of the site at
Holyoke Avenue and 202nd Street West/County Road 50, which does pose a
safety issue for apparatus responding as vehicles tend to stop in the roundabout.
Street Access - Safety
Wetlands
Potential Wetland - HCWI
Probable Wetland - HCWI
Probable Wetland - NWI
Wetland Key
The site is approximately 4.25 acres. 2.11 acres are buildable, but the wetland
to the east reduces that some.
The topography is relatively flat where the existing parking lot and building are
located. The topography dips at the north property line. The topography slopes
down towards the wetland on the east side of the site.
Tree Coverage Map
Topography
Buildable Area
There is a line of trees along the wetland on the east side of the site. There are
trees scattered on site around the building.
Page 17 of 186
CNH ARCHITECTS 12
Infrastructure
Maintenance
Station Access/Response Time
The apparatus return off of Holyoke Avenue and 202nd Street West/County
Road 50. The apparatus respond onto Holyoke Avenue towards the west. There
is a roundabout at the intersection of Holyoke Avenue and 202nd Street West/
County Road 50 on the southwest corner of the site. When apparatus have their
lights and sirens on, vehicles tend to stop in the roundabout affecting response
time. There is a fire truck warning sign north of the station for vehicles heading
south on Holyoke Avenue.
The mechanical and electrical systems have reached the end of their life cycle
and need to be replaced. The generator does not provide full building coverage,
so a new generator with full building coverage is required.
The existing site layout does provide adequate circulation and traffic flow. There
is a drive that extends from this site directly north to the Heritage Center that
does not need to be maintained. The site does have room for building and parking
expansion. There is not separate public and firefighter parking. The current
public parking is accessed from the same drives used for apparatus returning to
the station which is not ideal.
Apparatus are unable to move between the west and east sides of the site
without exiting onto either Holyoke Avenue or 202nd Street West/County Road
50 to re-enter the site.
Health & Safety
The existing station raises several health and safety concerns for the firefighters
that utilize the station. There is currently cross contamination between spaces
and items that contain carcinogens that are directly affecting the health of
firefighters. The turnout gear is currently stored in the apparatus bays where
the apparatus expels carcinogens directly onto cleaned turnout gear. There
is no tailpipe exhaust removal system in the apparatus bays. There is no true
separate decontamination area for firefighters to decontaminate or clean gear
and equipment. There is a curb between the station area and apparatus bays
which is a trip hazard.
Station 1 - Holyoke Station
Existing Conditions Analysis
Page 18 of 186
13Lakeville Fire Department Facilities Study
Insufficient Space
Fire Department Operations
Existing Site & Conditions Analysis Summary
Day-to-day operations of the fire department have changed over the years and
the current fire station does not meet the needs of the department. As the
department switches from a paid-on-call model to a hybrid model with some
full-time staff, the station is not set up to accommodate dorm rooms and
restrooms. There is space for classroom style training, but no space for other
types of training. There are four existing apparatus bays, but only two are drive-
through bays. The other two apparatus bays are back-in bays which are not ideal.
Fire Station 1 can be remodeled and expanded on site to meet primary needs. The station could remain operational while the
additions are added and then the existing portion of the building could be remodeled.
A second approach would be to build a new station on site with the ideal layout and required spaces to meet all program
needs. This approach would require phased construction. The existing station could remain operational while the new
apparatus bays and center support areas are built and then the existing station could be demolished to finish the new station.
Functionally, this station does not meet current Best Practices for health and safety including carcinogen reduction or on-site
training that would be expected in a current fire station. In addition, the station is undersized in many areas and does not have
many required spaces. The building does not meet the current and future needs for fire department operations including
all drive-through apparatus bays, individual dorms and restrooms, separate turnout gear, separate decontamination, and
separate spaces for storage of equipment.
The existing station has spaces that are currently too small for day-to-day
operations including the SCBA, laundry/gear wash/decon, and storage. There
is not enough room in the current station to create additional spaces that
are needed for operational use such as individual dorms and restrooms,
separate turnout gear, separate gear wash/decontamination, separate laundry,
decontamination restrooms/showers, training space, and fitness
Page 19 of 186
CNH ARCHITECTS 14
Option 1 Building Program
Public 4,558 SF
Administration 0 SF
Station Office 3,052 SF
Apparatus Bays / Training 11,843 SF
Decontamination 1,098 SF
Support 670 SF
Residence 3,559 SF
Common 1,044 SF
Circulation 3,119 SF
Exterior Walls 2,714 SF
Total Area (Gross SF)31,657 SF
Existing Area 11,760 SF
Shortage 19,897 SF
Station 1 - Holyoke Station
Option 1 Proposed Building Program
This program meets primary needs with some concessions due to the re-use of the existing facility.
Page 20 of 186
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
Building Layout Key
15Lakeville Fire Department Facilities Study
First Floor Second Floor
Station 1 - Holyoke Station
Option 1 Proposed Building Layout
Page 21 of 186
CNH ARCHITECTS 16 Page 22 of 186
17Lakeville Fire Department Facilities Study
Parking
Firefighter
Parking
County Rd 50Holyoke AveHighlights
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms and restrooms
›Drive-through bays
›Adequate space for separate support, decontamination, and storage spaces
›Meets primary needs
Station 1 - Holyoke Station
Option 1 Proposed Site Layout
Page 23 of 186
CNH ARCHITECTS 18
Option 2 Building Program
Public 4,490 SF
Administration 0 SF
Station Office 2,964 SF
Apparatus Bays / Training 12,900 SF
Decontamination 1,221 SF
Support 687 SF
Residence 3,713 SF
Common 2,303 SF
Circulation 3,119 SF
Exterior Walls 3,581 SF
Total Area (Gross SF)34,978 SF
Existing Area 11,760 SF
Shortage 23,218 SF
Station 1 - Holyoke Station
Option 2 Proposed Building Program
This program meets all program needs and Best Practices.
Page 24 of 186
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Building Layout Key
19Lakeville Fire Department Facilities Study
First Floor
Second Floor
Station 1 - Holyoke Station
Option 2 Proposed Building Layout
Page 25 of 186
CNH ARCHITECTS 20 Page 26 of 186
21Lakeville Fire Department Facilities Study
Highlights
›Welcoming public entrance visible from the street with visible parking
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms and restrooms
›Adequate space for separate support, decontamination, and storage spaces
›Adequate space for firefighter training
›Meets all program needs
Parking
Firefighter Parking
County Rd 50Holyoke AveStation 1 - Holyoke Station
Option 2 Proposed Site Layout
Page 27 of 186
CNH ARCHITECTS 22
Address
16720 Dodd Boulevard
Station 2 is an existing fire station that
was built in 1976. The station had an
addition in 1985 and again in 1991.
In 2003, the station was remodeled.
The fire department consists of a main
floor. The existing square footage of
the fire station is 5,760 square feet. The
property's current zoning designation
is P/OS Public and Open Space District.
The site has a gross area of 2.54 acres
with 1.40 acres of buildable area. The
site is located at the intersection of
Dodd Boulevard and Flagstaff Avenue
surrounded by residential properties.
Station 2
Dodd Station
Page 28 of 186
23Lakeville Fire Department Facilities Study
Building Type
P/OS Public and Open Space
District
Gross Area
2.54 acres
Buildable Area
1.40 acres
Page 29 of 186
CNH ARCHITECTS 24
Station 2 - Dodd Station
Existing Site Analysis
Page 30 of 186
25Lakeville Fire Department Facilities Study
The site is located at the intersection of Dodd Boulevard and Flagstaff Avenue.
There is good visibility of the site for apparatus to exit onto Flagstaff Avenue.
There is a roundabout at the northwest corner of the site at Dodd Boulevard and
Flagstaff Avenue, which does pose a safety issue for apparatus responding as
vehicles tend to stop in the roundabout.
Street Access - Safety
Potential Wetland - HCWI
Probable Wetland - HCWI
Probable Wetland - NWI
Wetland Key
The site is approximately 2.54 acres. 1.40 acres are buildable, but some of that
buildable area is part of the roundabout.
The topography is relatively flat. The topography dips down in the southeast
corner of the property. The topography slopes up on the northeast property
line.
Tree Coverage Map
Wetlands
Topography
Buildable Area
There are a few trees scattered on site around the building and parking.
There are no wetlands located on the
property.
Page 31 of 186
CNH ARCHITECTS 26
Infrastructure
Maintenance
Station Access/Response Time
The apparatus return off of Dodd Boulevard and Flagstaff Avenue. The apparatus
respond onto Flagstaff Avenue towards the west. There is a roundabout at the
intersection of Dodd Boulevard and Flagstaff Avenue at the northwest corner of
the site. When apparatus have their lights and sirens on, vehicles tend to stop
in the roundabout affecting response time. There are fire truck warning signs in
both directions on Dodd Boulevard and Flagstaff Avenue.
The mechanical systems consist of a furnace only and no rooftop units. The
mechanical and electrical systems have reached the end of their life cycle and
need to be replaced. The generator does not provide full building coverage, so a
new generator with full building coverage is required.
The existing site layout does not provide adequate circulation and traffic flow.
The site does have some room for building and parking expansion, but the drive
locations are limited due to the location of the roundabout. The current public
parking is accessed from the same drives used for apparatus returning to the
station which is not ideal.
Health & Safety
The existing station raises several health and safety concerns for the firefighters
that utilize the station. There is currently cross contamination between spaces
and items that contain carcinogens that are directly affecting the health of
firefighters. The turnout gear is currently stored in the apparatus bays where
the apparatus expels carcinogens directly onto cleaned turnout gear. There
is no tailpipe exhaust removal system in the apparatus bays. There is no true
separate decontamination area for firefighters to decontaminate or clean gear
and equipment and there is no shower in the station for decontamination. There
is a curb between the station area and apparatus bays which is a trip hazard.
Station 2 - Dodd Station
Existing Conditions Analysis
Page 32 of 186
27Lakeville Fire Department Facilities Study
Insufficient Space
Fire Department Operations
Existing Site & Conditions Analysis Summary
Day-to-day operations of the fire department have changed over the years and
the current fire station does not meet the needs of the department. As the
department switches from a paid-on-call model to a hybrid model with some
full-time staff, the station is not set up to accommodate dorm rooms and
restrooms. There is space for classroom style training, but no space for other
types of training. There are four existing apparatus bays, but only one is a drive-
through bay. The other three apparatus bays are back-in bays which is not ideal.
Fire Station 2 cannot be remodeled and expanded on site. Three of the four existing apparatus bays are too short.
Due to the existing structure, the three apparatus bays can not be lengthened. For this reason, a new station must be
built to meet all program needs. This approach would require phased construction. The existing station could remain
operational while two of the five new apparatus bays and a portion of the center support area are built and then the
existing station could be demolished to finish construction on the new station.
Functionally, this station does not meet current Best Practices for health and safety including carcinogen reduction
or on-site training that would be expected in a current fire station. In addition, the station is significantly undersized
in most areas and does not have many required spaces. The buildable area on site is limited and doesn't allow for
separate public and firefighter parking and adequate front and back aprons with room for apparatus to maneuver and
train easily around the site. The building does not meet the current and future needs for fire department operations
including all drive-through apparatus bays of acceptable length, individual dorms and restrooms, separate turnout
gear, separate decontamination, and separate spaces for storage of equipment.
The existing station has many spaces that are currently too small for day-
to-day operations including the apparatus bays, SCBA/laundry/gear wash/
decon, and storage. There is not enough room in the current station to create
additional spaces that are needed for operational use such as individual dorms
and restrooms, separate turnout gear, separate gear wash/decontamination,
separate laundry, separate SCBA, decontamination restrooms/showers, training
space, and fitness.
Page 33 of 186
This program meets all program needs and Best Practices.
CNH ARCHITECTS 28
Existing Site Building Program
Public 217 SF
Station Office 2,726 SF
Apparatus Bays / Training 13,274 SF
Decontamination 1,127 SF
Support 690 SF
Residence 4,095 SF
Common 2,326 SF
Circulation 2,322 SF
Exterior Walls 3,658 SF
Total Area (Gross SF)30,435 SF
Existing Area 5,760 SF
Shortage 24,675 SF
Station 2 - Dodd Station
Building Program
Page 34 of 186
29Lakeville Fire Department Facilities Study
Station 2 - Dodd Station
Proposed Building Layout
First Floor Second Floor
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Building Layout Key
Page 35 of 186
CNH ARCHITECTS 30 Page 36 of 186
31Lakeville Fire Department Facilities Study
Highlights
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms and restrooms
›Adequate space for separate support, decontamination, and storage spaces
›Adequate space for firefighter training
›Meets all program needs
ParkingDodd BlvdFlagstaff Ave WStation 2 - Dodd Station
Proposed Site Layout
Page 37 of 186
CNH ARCHITECTS 32
Address
17490 Kenrick Avenue
Station 3 is an existing fire station that
was built in 1988. The fire department
consists of a main floor. The existing
square footage of the fire station is
5,341 square feet. The property's
current zoning designation is C-3 General
Commercial District/Freeway Corridor
District. The site has a gross area of 3.17
acres with 1.80 acres of buildable area.
The site is located off of Kenrick Avenue
and 175th Street West with commercial
properties to the south and west and
residential properties to the east.
Station 3
Kenrick Station
Page 38 of 186
33Lakeville Fire Department Facilities Study
Building Type
C-3 General Commercial District/
Freeway Corridor District
Gross Area
3.17 acres
Buildable Area
1.80 acres
Page 39 of 186
CNH ARCHITECTS 34
Station 3 - Kenrick Station
Existing Site Analysis
Page 40 of 186
35Lakeville Fire Department Facilities Study
The site is located at the intersection of Kenrick Avenue and 175th Street West.
There is good visibility of the site for apparatus to exit onto Kenrick Avenue.
There is a roundabout at the southwest corner of the site at Kenrick Avenue and
175th Street West, which does pose a safety issue for apparatus responding as
vehicles tend to stop in the roundabout.
Street Access - Safety
Potential Wetland - HCWI
Probable Wetland - HCWI
Probable Wetland - NWI
Wetland Key
The site is approximately 3.17 acres. 1.80 acres are buildable. There is an
existing communications building located on the site northeast of the station.
The location of the communications building makes it difficult to build on the
north and east portions of the site.
The topography dips down in the southwest corner of the property between the
building and roundabout. The topography slopes up east of the parking lot. The
topography slopes down north of the parking lot.
Tree Coverage Map
Wetlands
Topography
Buildable Area
There are a few trees scattered on site around the building. There is a line of
trees just east of the parking lot. There is a heavily treed area on the north
portion of the property.
There are no wetlands located on the
property.
Page 41 of 186
CNH ARCHITECTS 36
Infrastructure
Maintenance
Station Access/Response Time
The apparatus return and respond off of Kenrick Avenue towards the west. There
is a roundabout at the intersection of Kenrick Avenue and 175th Street West at
the southwest corner of the site. When apparatus have their lights and sirens
on, vehicles tend to stop in the roundabout affecting response time. There are
fire truck warning signs with lights in both directions on Kenrick Avenue and one
heading east on 175th Street West.
The mechanical and electrical systems have reached the end of their life cycle
and need to be replaced. The generator does not provide full building coverage,
so a new generator with full building coverage is required.
The existing site layout does provide adequate circulation and traffic flow.
The site does have room for building and parking expansion, but the existing
communications building restricts where the expansions can be. The drive
locations are limited due to the location of the roundabout and the pond just
south of the site. The current public parking is accessed from the same drives
used for apparatus returning to the station which is not ideal. Apparatus are
unable to move between the west and east sides of the site without exiting onto
Kenrick Avenue to re-enter the site via a separate drive.
Health & Safety
The existing station raises several health and safety concerns for the firefighters
that utilize the station. There is currently cross contamination between spaces
and items that contain carcinogens that are directly affecting the health of
firefighters. The turnout gear is currently stored in the apparatus bays where
the apparatus expels carcinogens directly onto cleaned turnout gear. There
is no tailpipe exhaust removal system in the apparatus bays. There is no true
separate decontamination area for firefighters to decontaminate or clean gear
and equipment. There is a curb between the station area and apparatus bays
which is a trip hazard.
Existing Conditions Analysis
Station 3 - Kenrick Station
Page 42 of 186
37Lakeville Fire Department Facilities Study
Insufficient Space
Fire Department Operations
Existing Site & Conditions Analysis Summary
Day-to-day operations of the fire department have changed over the years and
the current fire station does not meet the needs of the department. As the
department switches from a paid-on-call model to a hybrid model with some
full-time staff, the station is not set up to accommodate dorm rooms and
restrooms. There is space for classroom style training, but no space for other
types of training. There are two existing apparatus bays, but only one is a drive-
through bay and the other apparatus bay is a back-in bay which is not ideal.
Fire Station 3 can be remodeled and expanded on site to meet primary needs, although the site and building layouts
are not ideal due to the existing communications building. The station could remain operational while the additions
are added and then the existing portion of the building could be remodeled.
A second approach would be to build a new station on site to meet all program needs. With the location of the
existing communications building and the location of the roundabout, it is difficult to locate a new building on site
in an ideal layout that would meet all program needs. As response south onto 175th Street West would be ideal to
avoid the roundabout completely, this approach would required purchasing the vacant property directly east of the
current fire station property. This would allow for a new fire station to be built while the existing fire station remains
fully operation. Once the new fire station is complete, the existing fire station could be demolished. In this approach
the existing communications building does not interfere with fire operations.
Functionally, this station does not meet current Best Practices for health and safety including carcinogen reduction
or on-site training that would be expected in a current fire station. In addition, the station is significantly undersized
in many areas and does not have many required spaces. The building does not meet the current and future needs
for fire department operations including all drive-through apparatus bays, individual dorms and restrooms, separate
turnout gear, separate decontamination, and separate spaces for storage of equipment.
The existing station has many spaces that are currently too small for day-to-day
operations including the SCBA/laundry/gear wash/decon, dayroom, and storage.
There is not enough room in the current station to create additional spaces that
are needed for operational use such as individual dorms and restrooms, separate
turnout gear, separate gear wash/decontamination, separate laundry, separate
SCBA, decontamination restrooms/showers, training space, and fitness.
Page 43 of 186
This program meets primary needs with some concessions due to the re-use of the existing facility.
CNH ARCHITECTS 38
Option 1 Proposed Building Program
Existing Site Building Program
Public 205 SF
Station Office 2,627 SF
Apparatus Bays / Training 13,178 SF
Decontamination 1,127 SF
Support 657 SF
Residence 3,724 SF
Common 1,050 SF
Circulation 2,313 SF
Exterior Walls 2,128 SF
Total Area (Gross SF)27,009 SF
Existing Area 5,341 SF
Shortage 21,668 SF
Station 3 - Kenrick Station
Page 44 of 186
39Lakeville Fire Department Facilities Study
Option 1 Proposed Building Layout
First Floor
Second Floor
Station 3 - Kenrick Station
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
Building Layout Key
Page 45 of 186
CNH ARCHITECTS 40 Page 46 of 186
41Lakeville Fire Department Facilities Study
Highlights
› Adequate space for firefighter dayroom and dining
› Large fitness room for firefighter health
› Adequate space for individual firefighter dorm rooms and restrooms
› Adequate space for separate support, decontamination, and storage spaces
› Adequate space for firefighter training
› Meets primary needs
Parking
Firefighter Parking
Option 1 Proposed Site Layout
Station 3 - Kenrick Station
175th St WKenr
ick
Ave
Page 47 of 186
This program meets all program needs and Best Practices.
CNH ARCHITECTS 42
Existing Site Building Program
Public 214 SF
Station Office 2,714 SF
Apparatus Bays / Training 13,260 SF
Decontamination 1,127 SF
Support 690 SF
Residence 4,082 SF
Common 2,271 SF
Circulation 2,313 SF
Exterior Walls 2,720 SF
Total Area (Gross SF)29,391 SF
Existing Area 5,341 SF
Shortage 24,050 SF
Option 2 Proposed Building Program
Station 3 - Kenrick Station
Page 48 of 186
43Lakeville Fire Department Facilities Study
First Floor
Second Floor
Option 2 Proposed Building Layout
Station 3 - Kenrick Station
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Building Layout Key
Page 49 of 186
CNH ARCHITECTS 44 Page 50 of 186
45Lakeville Fire Department Facilities Study
Highlights
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms
›Adequate access to street for quick response times
›Meets current response time goals
›Separate public parking from firefighter parking
›Adequate front and back aprons for apparatus to maneuver and train around site
›Allows for additional space for public programming if desired
›Meets all program needs 175th St W
Parking
Firefighter Parking
Kenr
ick
Ave
Option 2 Proposed Site Layout
Station 3 - Kenrick Station
Page 51 of 186
CNH ARCHITECTS 46
Address
9465 185th Street West
Station 4 is an existing fire station that was
built in 2002. The station had a remodel
in 2012. The fire department consists of a
main floor. The existing square footage of
the fire station is 12,632 square feet. The
property's current zoning designation
is P/OS Public and Open Space District.
The site has a gross area of 5.06 acres
with 4.04 acres of buildable area. The
site is located on the north side of 185th
Street West between Ipava Avenue and
Dodd Boulevard adjacent to commercial
properties.
Station 4
185th Station
Page 52 of 186
47Lakeville Fire Department Facilities Study
Building Type
P/OS Public and Open Space
District
Gross Area
5.06 acres
Buildable Area
4.04 acres
Page 53 of 186
CNH ARCHITECTS 48
Station 4 - 185th Station
Existing Site Analysis
Page 54 of 186
49Lakeville Fire Department Facilities Study
This site is located on the north side of 185th Street West between Ipava Avenue
and Dodd Boulevard. There is good visibility of the site for apparatus to exit
onto 185th Street West. 185th Street West is a four lane divided road with
surmountable curb for apparatus to respond east or west.
Street Access - Safety
Potential Wetland - HCWI
Probable Wetland - HCWI
Probable Wetland - NWI
Wetland Key
The site is approximately 5.06 acres. 4.04 acres are buildable although the
wetland takes up a portion of this buildable space. The size of the buildable area
provides room to expand towards the east.
The topography if fairly flat across the site where the building and parking lot
are. The topography slopes down at the north property line and towards the
wetland.
Tree Coverage Map
Wetlands
Topography
Buildable Area
There are a few trees scattered on site around the building and east of the
parking lot. There is a line of trees around the wetland.
There is a wetland located on a portion of
the northeast corner of the property.
Page 55 of 186
CNH ARCHITECTS 50
Infrastructure
Maintenance
Station Access/Response Time
The apparatus return and respond off of the drive to the west of the station.
When responding, the apparatus head south on the drive to 185th Street West
where there is surmountable curb for the divided four lane road to respond east
or west. There are fire truck warning signs in both directions on 185th Street
West.
The mechanical and electrical systems have reached the end of their life cycle
and need to be replaced. The generator does not provide full building coverage,
but is more than likely not sized appropriately to cover additional loading that
would occur with expanding the building size and would need to be replaced.
The existing site layout does provide adequate circulation and traffic flow. The
site does have room for building and parking expansion. There is not separate
public and firefighter parking and the current public parking is accessed from the
same drives used for apparatus returning to the station which is not ideal.
Health & Safety
The existing station raises several health and safety concerns for the firefighters
that utilize the station. There is currently cross contamination between spaces
and items that contain carcinogens that are directly affecting the health of
firefighters. The turnout gear is currently stored in the apparatus bays where
the apparatus expels carcinogens directly onto cleaned turnout gear. There
is no tailpipe exhaust removal system in the apparatus bays. There are no
decontamination showers for firefighters to decontaminate.
Existing Conditions Analysis
Station 4 - 185th Station
Page 56 of 186
51Lakeville Fire Department Facilities Study
Insufficient Space
Fire Department Operations
Existing Site & Conditions Analysis Summary
Day-to-day operations of the fire department have changed over the years and
the current fire station does not meet the needs of the department. As the
department switches from a paid-on-call model to a hybrid model with some
full-time staff, the station is not set up to accommodate dorm rooms and
restrooms. There is space for classroom style training, but no space for other
types of training. There are four existing apparatus bays, but only two are drive-
through bays and the other two are short back-in bays which are not ideal.
Fire Station 4 can be remodeled and expanded on site to meet all program needs. The station could remain operational
while the additions are added and then the existing portion of the building could be remodeled.
Functionally, this station does not meet current Best Practices for health and safety including carcinogen reduction
or on-site training that would be expected in a current fire station. In addition, the station is undersized in some
areas and does not have some required spaces. The building does not meet the current and future needs for fire
department operations including all drive-through apparatus bays, individual dorms and restrooms, separate turnout
gear, separate decontamination, and separate spaces for storage of equipment.
The existing station has many spaces that are currently too small for day-
to-day operations including the two short bays, SCBA/laundry/gear wash/
decon, and storage. There is not enough room in the current station to create
additional spaces that are needed for operational use such as individual dorms
and restrooms, separate turnout gear, separate gear wash/decontamination,
separate laundry, separate SCBA, and decontamination restrooms/showers.
Page 57 of 186
This program meets all program needs and Best Practices.
CNH ARCHITECTS 52
Proposed Building Program
Existing Site Building Program
Public
Administration
1,657 SF
2,908 SF
Station Office 3,644 SF
Apparatus Bays / Training 8,924 SF
Decontamination 1,228 SF
Support 845 SF
Residence 3,680 SF
Common 1,456 SF
Circulation 2,824 SF
Exterior Walls 3,369 SF
Total Area (Gross SF)30,535 SF
Existing Area 5,341 SF
Shortage 25,194 SF
Station 4 - 185th Station
Page 58 of 186
53Lakeville Fire Department Facilities Study
Station 4 - 185th Station
Proposed Building Layout
First Floor Second Floor
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
Building Layout Key
Page 59 of 186
CNH ARCHITECTS 54 Page 60 of 186
55Lakeville Fire Department Facilities Study
Highlights
›Adequate space for classroom
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms and restrooms
›Adequate space for separate support, decontamination, and storage spaces
›Adequate space for firefighter training
›Meet all programs needs
Proposed Site Layout
Firefighter Parking
185th St W
Parking
Station 4 - 185th Station
Page 61 of 186
CNH ARCHITECTS 56
The Fire Department has had discussions regarding
switching from two separate stations for stations 2 and
4 to one larger combined station. The site for station 2
is not ideal and the building cannot be remodeled and
expanded due to existing structure, so a new station
is needed. Water treatment is looking for additional
space and the existing station 4 location could be ideal
as it is located adjacent to the fire station. A combined
station would streamline fire department operations
and reduce maintenance costs as there would only be
one station to maintain. The new site would need to be
centrally located between the existing station 2 and 4
locations to provide acceptable response times to the
existing areas of coverage.
Combined
Station 2 & 4
Page 62 of 186
57Lakeville Fire Department Facilities StudyPage 63 of 186
CNH ARCHITECTS 58
Combined Station 2 & 4
Proposed Building Program
Existing Site Building Program
Public
Administration
3,961 SF
2,919 SF
Station Office 3,041 SF
Apparatus Bays / Training 14,740 SF
Decontamination 1,208 SF
Support 808 SF
Residence 5,425 SF
Common 2,410 SF
Circulation 3,783 SF
Exterior Walls 3,918 SF
Total Area (Gross SF)42,213 SF
Page 64 of 186
59Lakeville Fire Department Facilities Study
Combined Station 2 & 4
Proposed Building Layout
First Floor
Second Floor
Combined Station 2 & 4
Apparatus Bays
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Building Layout Key
Page 65 of 186
CNH ARCHITECTS 60 Page 66 of 186
61Lakeville Fire Department Facilities Study
Highlights
›Adequate space for classroom
›Adequate space for firefighter dayroom and dining
›Large fitness room for firefighter health
›Adequate space for individual firefighter dorm rooms and restrooms
›Adequate space for separate support, decontamination, and storage spaces
›Adequate space for firefighter training
›Adequate space for circulation and training on site
›Meets all program needs
Parking
Parking
Proposed Site Layout
Combined Station 2 & 4
Page 67 of 186
CNH ARCHITECTS 62
Best Practices
Designing for the Future
Adapting to Change
As more cities and fire departments are transitioning to
service models that include added firefighters and staff
living and training on site, station designs must also adapt.
Modern Station Design
Designing individual, private dorm suites, along with
providing spaces for firefighter wellness are key
components of modern station designs.
Multi-Use Spaces
Developing spaces that can serve more than one
function allow flexibility and an opportunity for growth
and changing operational needs.
Examples include:
›Classrooms (Training / EOC)
›Conference / Community Rooms
›Collaborative Public Spaces
›Spaces Allocated for Future Growth
Physical & Mental Health
Higher Standards
Mental health is critical to firefighter overall health and
should be factored into today's fire station designs.
Space for Reflection
The development of spaces in and outside of the station
for quiet reflection including interior wellness rooms and
exterior meditation plazas and patios.
Sound Separation
Multiple layers of sound isolation maximize firefighter
sleep. Development of a “dorm suite” design reduces
sleep disruption between firefighters during the night
and at shift change.
Mental Release
Comprehensive fitness areas for improved physical
conditioning and mental release include both interior
and connected exterior physical training areas.
Lighting
The “startle response" uses ramped lighting and paging
systems while lighting design also maintains firefighter
night vision as they progress from dorm room to
apparatus bay. Use of circadian lighting within residential
areas reinforces natural sleep cycles and promotes
relaxation. Throughout the day, the color temperature of
the light changes to mimic the natural lighting outside.
›Morning light tends to be warmer in color and helps
promote waking up
›Midday light is cooler in color and helps promote
high alertness
›Evening light tends to be warmer in color and helps
promote relaxation
Page 68 of 186
63Lakeville Fire Department Facilities Study
Best Practices
Training Elements
There are many benefits to providing training
opportunities within a fire station design. These include
reduced external training costs, increased training
availability, and maintaining firefighter availability for
calls during training sessions.
Carcinogen Reduction
Reducing Exposure
Cancer is a leading cause of death among firefighters
due to the toxins they are exposed to while fighting
fires. Fire station zoning is critical and there are many
working strategies to implement that reduce exposures
to harmful chemicals.
Carcinogen Reduction
For every 5° that body temperature rises, skin absorption
rates of carcinogens increase by as much as 400% .
Proper HVAC prevents cross contamination between
“Hot” zones with ramped exhaust and “Cold” zones with
positive pressure.
Eliminating formaldehyde and other chemicals from
building materials and controlling radon gas exposure
are also critical in carcinogen reduction.
Material Selection
Selecting durable, easy-to-clean finishes allow for
contaminates to be thoroughly removed.
Gear Decon
Hazardous carcinogens, biological contaminates, and
airborne toxins can cause cancer.
Positioning a gear decon within the decontamination
route is crucial in removing these toxins in a timely
manner and keeping firefighters safe.
Decontamination Route
The map above displays a decontamination flow for
staff, gear, and apparatus. This flow starts with the "hot"
apparatus entering a designated washdown bay, moving
to designated decon showers and gear decon rooms, and
back to the operationally clean side of the apparatus bays.
All decontamination areas and bays have constant
negative pressure routing toxins directly out to the
exterior.
›Ground Ladder Training / Evolutions
›Confined Space Rescue
›Hose Advancement / Stairwell Evolutions
›High Rise Training
›Fire Attack
›Forcible Entry Prop
›Wall & Floor Breach
›Advanced Technical Rescue (Rope Rescue /
Rappelling)
›Search & Rescue Maze
›Positive Pressure Ventilation & Vertical Ventilation
›Vehicle Extraction Plaza
›Aerial Ladder Truck
›Exterior Rappelling
›Hose Advancement – Hydrant / FDC
›Alarm Panel Training
›Sprinkler System Training
Page 69 of 186
CNH ARCHITECTS 64
Second Floor
Second Floor
Second Floor
First Floor
First Floor
First Floor
Station 1 - Option 1
Station 1 - Option 2
Station 2 - Option 2
Station 1 & 2
Building Zones
Page 70 of 186
Second Floor
65Lakeville Fire Department Facilities Study
Hot = High Hazard Zone
Transition = Moderate Hazard Zone
Cold = Low Hazard Zone
Fire Station Zoning Types
Remove & Isolate Physical Sources
›Contain and remove the contaminants
• Organize to minimize paths to
decontamination areas
• Provide highly cleanable surfaces
• Provide commercial gear washers and
dryers
• Provide proper SCBA, PPE and
equipment storage allowing airflow ›Separate Occupants and contaminants
• Separate entrances to regularly
occupied spaces
• Include all cold zone function to be
self-sufficient ›Prevent crossover contamination
• Include all functions and equipment
needed in area
• Separate toilet, laundry, and janitor
closet
• Centralize decontamination areas
• Address transitions between
contaminated areas and other areas ›Enhanced decontamination strategies
• Enclosed PPE storage room
• Clean personal locker room
• Decontamination toilet / shower
rooms
• Contaminated non-gear laundry
(separate from dorm laundry)
• Ice maker/ ice bin separate from
contaminated areas ›PPE and decontamination areas
• Separate from apparatus bays in
enclosed rooms
• Provide good circulation in lockers and
storage rooms
• Dedicated mechanical systems with
direct exhaust
• Negative pressure to prevent
contaminating other zones
First Floor
Second Floor
First Floor
Station 3 - Option 1
Station 3 - Option 2
Station 3
Building Zones
Page 71 of 186
CNH ARCHITECTS 66
Second Floor
First Floor
Station 4
Station 4
Building Zones
Page 72 of 186
67Lakeville Fire Department Facilities Study
Hot = High Hazard Zone
Transition = Moderate Hazard Zone
Cold = Low Hazard Zone
Fire Station Zoning Types
Remove & Isolate Physical Sources
›Contain and remove the contaminants
• Organize to minimize paths to
decontamination areas
• Provide highly cleanable surfaces
• Provide commercial gear washers and
dryers
• Provide proper SCBA, PPE and
equipment storage allowing airflow ›Separate Occupants and contaminants
• Separate entrances to regularly
occupied spaces
• Include all cold zone function to be
self-sufficient ›Prevent crossover contamination
• Include all functions and equipment
needed in area
• Separate toilet, laundry, and janitor
closet
• Centralize decontamination areas
• Address transitions between
contaminated areas and other areas ›Enhanced decontamination strategies
• Enclosed PPE storage room
• Clean personal locker room
• Decontamination toilet / shower
rooms
• Contaminated non-gear laundry
(separate from dorm laundry)
• Ice maker/ ice bin separate from
contaminated areas ›PPE and decontamination areas
• Separate from apparatus bays in
enclosed rooms
• Provide good circulation in lockers and
storage rooms
• Dedicated mechanical systems with
direct exhaust
• Negative pressure to prevent
contaminating other zones
First Floor
Second Floor
Combined Station
Combined Station
Building Zones
Page 73 of 186
CNH ARCHITECTS 68
Station 1 - Holyoke Station & Station 2 - Dodd Station
Cost Estimates - Short Term Dorm Remodel
Station 2 - Dodd Station
Short-Term Dorm Remodel
Hard Costs
Station 1 - Holyoke Station
Short-Term Dorm Remodel
Hard Costs
Dorm Rooms
Lockers
Refrigerator & Washer / Dryer
Sub-total
Occupied Facility / Phasing Factor (3%)
Sub-total
Contingency (10%)
Total Construction Cost
364
21
3
SF
Ea
Ea
$110
$200
$400
$40,040
$4,200
$1,200
$45,440
$1,363
$46,803
$4,680
$51,484
Description Qty Unit Cost/Unit Total
Dorm Rooms
Laundry / Janitor
Shower
Lockers
Refrigerator
Sub-total
Occupied Facility / Phasing Factor (3%)
Sub-total
Contingency (10%)
Total Construction Cost
335
54
1
21
2
SF
SF
Ea
Ea
Ea
$180
$200
$8,000
$200
$400
$60,300
$10,800
$8,000
$4,200
$800
$84,100
$2,523
$86,623
$8,662
$95,285
Description Qty Unit Cost/Unit Total
The above estimate pricing includes creating fire rated
walls at the dorms, replacing some doors to be fire
rated, adding lockers, adding a washer/dryer, adding 2
additional refrigerators, HVAC upgrades, lighting changes
and some interior finish work
The existing spaces being eliminated to incorporate
the above changes include three offices. Additionally
the dayroom and storage/gear wash/decon spaces
are impacted as these rooms need to give up space to
house lockers, refrigerators and a washer and dryer for
dorm laundry.
The above estimate pricing includes creating all new
fire rated walls at the dorms, new laundry/janitor room,
adding lockers, adding a shower, adding 2 additional
refrigerators, HVAC upgrades, lighting changes and some
interior finish work.
The existing spaces being eliminated to incorporate the
above changes include the classroom training area and
janitor closet. Additionally the kitchen space is impacted
as this room needs to give up space to house the
additional refrigerators needed.
Page 74 of 186
69Lakeville Fire Department Facilities Study
These estimates do not include soft costs that will be a part of any project including architectural/engineering design, testing, permits,
furniture, and equipment.
The prices shown above are as of August 1, 2023. Construction cost inflation should be added to the project hard costs above from the date
listed to projected project construction midpoint at a rate of 5% per year.
Station 3 - Kenrick Station & Station 4 - 185th Station
Cost Estimates - Short-Term Dorm Remodel
Station 4 - 185th Station
Short-Term Dorm Remodel
Hard Costs
Station 3 - Kenrick Station
Short-Term Dorm Remodel
Hard Costs
Dorm Rooms
Lockers
Refrigerator & Washer / Dryer
Sub-total
Occupied Facility / Phasing Factor (3%)
Sub-total
Contingency (10%)
Total Construction Cost
390
21
3
SF
Ea
Ea
$180
$200
$400
$70,200
$4,200
$1,200
$75,600
$2,268
$77,868
$7,787
$85,655
Description Qty Unit Cost/Unit Total
Dorm Rooms
Restroom Remodel
Lockers
Refrigerator
Sub-total
Occupied Facility / Phasing Factor (3%)
Sub-total
Contingency (10%)
Total Construction Cost
543
1
6
1
SF
Ea
Ea
Ea
$125
$6,500
$200
$400
$67,875
$6,500
$1,200
$400
$75,975
$2,279
$78,254
$7,825
$86,080
Description Qty Unit Cost/Unit Total
The above estimate pricing includes creating all new
fire rated walls at the dorms, adding a washer/dryer,
adding lockers, adding 2 additional refrigerators, HVAC
upgrades, lighting changes and some interior finish work.
The existing spaces being eliminated to incorporate the
above changes include three offices. Additionally the
classroom training and storage/gear wash/decon spaces
are impacted as these rooms need to give up space to
house lockers, refrigerators and a washer and dryer for
dorm laundry.
The above estimate pricing includes creating fire rated
walls at the dorms along with some new walls, replacing
some doors to be fire rated, adding a laundry/locker room,
adding one additional refrigerator, revising the pantry
storage area, expanding one existing restroom to include
a urinal and a new door, HVAC upgrades, lighting changes
and some interior finish work.
The existing spaces being eliminated to incorporate the
above changes include two offices and the classroom/
training area. Additionally the pantry and one apparatus
bay restroom are impacted as these rooms need to give
up space to house lockers, a washer and dryer for dorm
laundry and the restroom re-purposed for the dorm area.
Page 75 of 186
CNH ARCHITECTS 70
Option 1
Addition/Remodel
Facility Size at Time Estimate (Gross SF) 31,657 SF
Hard Costs
New Addition $8,803,350
Heavy Remodel $1,175,400
Light Remodel $1,093,950
Demolition $0
Site Work $550,000
Phasing Factor***$697,362
Preliminary Hard Cost Estimate $12,320,062
Soft Costs
Owner FFE*$550,000
Technology and Security $400,000
Moving Costs (two moves)$20,000
Land Acquisition Cost $0
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $985,605
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $50,000
Metropolitan Council SAC Fee (6 units
estimated)
$14,910
Sub-total - Soft Costs $2,043,515
Contingency (10%)$1,436,358
Total Estimated Project Cost $15,799,935
Option 2
All New
Facility Size at Time Estimate (Gross SF) 34,978 SF
Hard Costs
New Addition $16,439,660
Heavy Remodel $0
Light Remodel $0
Demolition $94,080
Site Work (included in new addition cost)$0
Phasing Factor***$992,024
Preliminary Hard Cost Estimate $17,525,764
Soft Costs
Owner FFE*$600,000
Technology and Security $450,000
Moving Costs (two moves)$20,000
Land Acquisition Cost $0
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $1,174,226
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $70,000
Metropolitan Council SAC Fee (8 units
estimated)
$19,880
Sub-total - Soft Costs $2,357,106
Contingency (10%)$1,988,287
Total Estimated Project Cost $21,871,157
Station 1 - Holyoke Station
Cost Estimates
Additional savings could be achieved in the all new approach in reduced maintenance for the first 10 years compared to a
remodel option. Further the all new approach meets all program needs and Best Practices where the addition/remodel approach
only meets primary program needs.
Page 76 of 186
71Lakeville Fire Department Facilities Study
*The Owner FFE estimates include furniture, station altering, vehicle exhaust, etc. and are based on costs developed by fire department staff
and CNH Architects based on historic FFE costs from past fire stations.
**The value of the existing land and building sale would need to be determined by the city for potential city use at both Station 2 and Station 4.
***The phasing factor applied at Station 1 - Options 1 & 2 and Station 2 pertains to the existing facility maintaining some form of occupancy
during construction preventing the entire facility from being worked on at the same time and necessitating the construction to have one or
more phases for the duration of construction to maintain operations for the department. Phasing increases the time contractors are on site
or required contractors to complete portions of work and then return to site at a later date to complete the remaining portions of work thus
incurring additional costs.
The prices shown above are as of August 1, 2023. Construction cost inflation should be added to the project hard costs above from the date
listed to projected project construction midpoint at a rate of 5% per year.
All New
Facility Size at Time Estimate (Gross SF) 30,435 SF
Hard Costs
New Addition $14,304,450
Heavy Remodel $0
Light Remodel $0
Demolition $46,080
Site Work (included in new addition cost)$0
Phasing Factor***$861,032
Preliminary Hard Cost Estimate $15,211,562
Soft Costs
Owner FFE*$700,000
Technology and Security $400,000
Moving Costs (two moves)$20,000
Land Acquisition Cost $0
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $1,019,175
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $70,000
Metropolitan Council SAC Fee (10 units
estimated)
$24,850
Sub-total - Soft Costs $2,257,025
Contingency (10%)$1,746,859
Total Estimated Project Cost $19,215,445
Station 2 - Dodd Station
Cost Estimates
Page 77 of 186
CNH ARCHITECTS 72
Option 1
Addition/Remodel
Facility Size at Time Estimate (Gross SF) 27,009 SF
Hard Costs
New Addition $9,609,300
Heavy Remodel $1,464,000
Light Remodel $44,100
Demolition $0
Site Work $925,000
Phasing Factor***$481,696
Preliminary Hard Cost Estimate $12,524,096
Soft Costs
Owner FFE*$500,000
Technology and Security $400,000
Moving Costs (two moves)$20,000
Land Acquisition Cost $0
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $1,001,928
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $60,000
Metropolitan Council SAC Fee (8 units
estimated)
$19,880
Sub-total - Soft Costs $2,024,808
Contingency (10%)$1,454,890
Total Estimated Project Cost $16,003,794
Station 3 - Kenrick Station
Cost Estimates
Option 2
All New
Facility Size at Time Estimate (Gross SF) 29,391 SF
Hard Costs
New Addition $13,813,770
Heavy Remodel $0
Light Remodel $0
Demolition $42,728
Site Work (included in new addition cost)$0
Phasing Factor***$0
Preliminary Hard Cost Estimate $13,856,498
Soft Costs
Owner FFE*$700,000
Technology and Security $400,000
Moving Costs (two moves)$10,000
Land Acquisition Cost $158,400
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $928,385
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $60,000
Metropolitan Council SAC Fee (8 units
estimated)
$19,880
Sub-total - Soft Costs $2,299,665
Contingency (10%)$1,615,616
Total Estimated Project Cost $17,771,780
Due to the significant amount of heavy remodeling and the large phasing factor amount required in Option 1 the overall total
estimated project cost is only slightly less costly than the total estimate project cost for Option 2. Additional savings could be
achieved in the all new approach in reduced maintenance for the first 10 years compared to a remodel option. Further the all new
approach meets all program needs and Best Practices where the addition/remodel approach only meets primary program needs.
Page 78 of 186
73Lakeville Fire Department Facilities Study
*The Owner FFE estimates include furniture, station altering, vehicle exhaust, etc. and are based on costs developed by fire department staff
and CNH Architects based on historic FFE costs from past fire stations.
**The value of the existing land and building sale would need to be determined by the city for potential city use at both Station 2 and Station 4.
***The phasing factor applied at Station 3 - Option 1 and Station 4 pertains to the existing facility maintaining some form of occupancy during
construction preventing the entire facility from being worked on at the same time and necessitating the construction to have one or more
phases for the duration of construction to maintain operations for the department. Phasing increases the time contractors are on site or
required contractors to complete portions of work and then return to site at a later date to complete the remaining portions of work thus
incurring additional costs.
The prices shown above are as of August 1, 2023. Construction cost inflation should be added to the project hard costs above from the date
listed to projected project construction midpoint at a rate of 5% per year.
Combined Station
All New
Facility Size at Time Estimate (Gross SF) 42,213 SF
Hard Costs
New Addition $19,840,110
Heavy Remodel $0
Light Remodel $0
Demolition $155,000
Site Work $0
Preliminary Hard Cost Estimate $19,995,110
Soft Costs
Owner FFE*$800,000
Technology and Security $600,000
Moving Costs (one moves)$30,000
Land Acquisition Cost $0
Existing Land & Building Sale**$0
Architectural & Engineering Fee $1,339,672
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $90,000
Metropolitan Council SAC Fee (12 units
estimated)
$27,335
Sub-total - Soft Costs $2,910,007
Contingency (10%)$2,290,512
Total Estimated Project Cost $25,195,629
Station 4 - 185th Station & Combined Station 2 & 4
Cost Estimates
Station 4
Addition/Remodel
Facility Size at Time Estimate (Gross SF) 30,535 SF
Hard Costs
New Addition $7,803,450
Heavy Remodel $1,167,300
Light Remodel $1,198,200
Demolition $0
Site Work $800,000
Phasing Factor***$658,137
Preliminary Hard Cost Estimate $11,627,087
Soft Costs
Owner FFE*$700,000
Technology and Security $450,000
Moving Costs (two moves)$20,000
Land Acquisition Cost $0
Existing Land & Building Value Credit $0
Architectural & Engineering Fee $930,167
Attorney’s Fee (estimate)$6,000
Site Survey $9,000
Geotechnical Testing & Report $8,000
Special Inspections and Testing allowance $60,000
Metropolitan Council SAC Fee (8 units
estimated)
$19,880
Sub-total - Soft Costs $2,203,047
Contingency (10%)$1,383,013
Total Estimated Project Cost $15,213,147
Page 79 of 186
October 23, 2023
Lakeville Fire
Department
Facility Study
Quinn Hutson, AIA – Principal
Brooke Jacobson, AIA – Principal
Page 80 of 186
Who We Are
•Full service, mid-sized firm
•50+ years of experience
•Leaders in public safety design
•Strong design; quality work
throughout
•Engaged representation
Page 81 of 186
CNH ARCHITECTS
Information Gathering
›Staff interviews
›Site & Building review
›City ordinance
›Fire station design standards
Page 82 of 186
CNH ARCHITECTS
Station 1 - Holyoke
1985Built
1995, 2012Remodeled
38 yearsAge
11,760 SFTotal Area
4 apparatus bays (2 back-in)Apparatus
Page 83 of 186
CNH ARCHITECTS
Station 2 - Dodd
1976Built
1985, 1991, 2003Remodeled
47 yearsAge
5,760 SFTotal Area
4 apparatus bays (3 back-in)Apparatus
Page 84 of 186
CNH ARCHITECTS
Station 3 - Kenrick
1988Built
N/ARemodeled
35 yearsAge
5,341 SFTotal Area
2 apparatus bays (1 back-in)Apparatus
Page 85 of 186
CNH ARCHITECTS
Station 4
2002Built
2012Remodeled
21 yearsAge
12,632 SFTotal Area
3 apparatus bays (1 back-in)Apparatus
Page 86 of 186
Stations 1 - 4
Existing
Conditions
Page 87 of 186
Firefighter Health
Does Not Meet Need For:
›Carcinogen separation
›Vehicle exhaust extraction
Page 88 of 186
Firefighter Health
Does Not Meet Need For:
›Adequate decontamination
›Separate turnout gear space
Page 89 of 186
Firefighter Health
Does Not Meet Need For:
›Mental health support
›Indoor / outdoor fitness space
Page 90 of 186
Firefighter Health
Does Not Meet Need For:
›Lack of dorms
›Controlled lighting transitions
Page 91 of 186
Safety
Does Not Meet Need For:
›Drive-through bays
›Separation of apparatus & public traffic
Page 92 of 186
Safety
Does Not Meet Need For:
›Station design Best Practices
›Current building codes
›Sufficient clearance around apparatus
Page 93 of 186
Training
Does Not Meet Need For:
›Ground ladder training/evolutions
›Hose advancement/stair evolutions
Page 94 of 186
Training
Does Not Meet Need For:
›Confined space rescue
›Search + rescue maze
Page 95 of 186
Training
Does Not Meet Need For:
›High rise training
›Wall/floor breach
Page 96 of 186
Training
Does Not Meet Need For:
›Advanced technical rescue (rope rescue/rappelling)
›Alarm panel/sprinkler system
Page 97 of 186
Shortage of Space
›Does not allow for all current & future needs
›No flexibility incorporated for current uses
Page 98 of 186
Shortage of Space
›Site & building not functionally organized
›Inefficient operational flow
Page 99 of 186
Sustainability
Does not meet current LEED strategies
›Low-efficiency mechanical systems
›Lighting not fully LED or controlled
›Poor thermal exterior envelope
›No stormwater treatment
›Poor indoor air quality
CNH ARCHITECTS
High energy use
Page 100 of 186
Station
Options
Page 101 of 186
Station 1 – Option 1
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
First Floor Second Floor
Page 102 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 1 – Option 1
Firefighter
Parking
Parking
County Rd 50Holyoke AvePage 103 of 186
Station 1 – Option 2
First Floor
Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Page 104 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 1 – Option 2
CNH Architects
Firefighter
Parking
Parking
County Rd 50Holyoke AvePage 105 of 186
Station 2
First Floor Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Page 106 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 2
CNH ArchitectsCNH Architects
ParkingFlagstaff Ave WPage 107 of 186
Station 3 – Option 1
First Floor Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
Page 108 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 3 – Option 1
CNH ArchitectsCNH ArchitectsCNH Architects
Parking
Firefighter
Parking
Page 109 of 186
Station 3 – Option 2
First Floor Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Page 110 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 3 – Option 2
CNH ArchitectsCNH ArchitectsCNH ArchitectsCNH Architects
Parking
Firefighter
Parking
Page 111 of 186
Station 4
First Floor Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Existing Building Footprint
Page 112 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Station 4
CNH ArchitectsCNH ArchitectsCNH ArchitectsCNH ArchitectsCNH Architects
185 th St W
Firefighter
Parking
Page 113 of 186
Combined Station
First Floor
Second Floor
Apparatus/Training
Decontamination
Support
Public
Station Offices
Administration
Residence
Common
Circulation
Page 114 of 186
Station 1 – Option 2
Proposed Site Layout
CNH Architects
Combined Station
CNH ArchitectsCNH ArchitectsCNH ArchitectsCNH ArchitectsCNH ArchitectsCNH Architects
Parking
Firefighter
Parking
Page 115 of 186
Cost Estimates – Short-Term
Station 2
$84,100Hard Cost
$2,523Occupied Facility /
Phasing Factor
$86,623Sub-total
$8,662Contingency (10%)
$95,285Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.
Station 1
$45,440Hard Cost
$1,363Occupied Facility /
Phasing Factor
$46,803Sub-total
$4,680Contingency (10%)
$51,484Total Cost
Page 116 of 186
Cost Estimates – Short-Term
Station 4
$75,975Hard Cost
$2,279Occupied Facility /
Phasing Factor
$78,254Sub-total
$7,825Contingency (10%)
$86,080Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.
Station 3
$75,600Hard Cost
$2,268Occupied Facility /
Phasing Factor
$77,868Sub-total
$7,787Contingency (10%)
$85,655Total Cost
Page 117 of 186
Station 1 – Option 2
$16,533,740Hard Cost
$992,024Phasing Factor
$2,357,106Soft Cost
$19,882,870Sub-total
$1,988,287Contingency (10%)
$21,871,157Total Cost
Cost Estimates
Station 1 - Option 1
$11,622,700Hard Cost
$697,362Phasing Factor
$2,043,515Soft Cost
$14,363,577Sub-total
$1,436,358Contingency (10%)
$15,799,935Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.Page 118 of 186
Cost Estimates
Station 2
$14,350,530Hard Cost
$861,032Phasing Factor
$2,257,025Soft Cost
$17,468,587Sub-total
$1,746,859Contingency (10%)
$19,215,445Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.Page 119 of 186
Station 3 – Option 2
$13,856,498Hard Cost
$0Phasing Factor
$2,299,665Soft Cost
$16,156,163Sub-total
$1,615,616Contingency (10%)
$17,771,780Total Cost
Cost Estimates
Station 3 – Option 1
$12,042,400Hard Cost
$481,696Phasing Factor
$2,024,808Soft Cost
$14,548,904Sub-total
$1,454,890Contingency (10%)
$16,003,794Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.Page 120 of 186
Combined Station
$19,995,110Hard Cost
$0Phasing Factor
$2,910,007Soft Cost
$22,905,117Sub-total
$2,290,512Contingency (10%)
$25,195,629Total Cost
Cost Estimates
Station 4
$10,968,950Hard Cost
$658,137Phasing Factor
$2,203,047Soft Cost
$13,830,134Sub-total
$1,383,013Contingency (10%)
$15,213,147Total Cost
Prices shown above are as of August 1, 2023. Constr uction cost inflation should be added to the
project hard costs above from the date listed to pr ojected project construction midpoint at a rate of
5% per year.Page 121 of 186
Study Recommendations
›Short-Term Fix: Remodel Station 4, then Station 1
›Stations 2 & 4: Combined all new station approach
›Station 1: Addition and remodel approach
›Station 3: Addition and remodel approach
CNH ARCHITECTS
Page 122 of 186
Questions
CNH ARCHITECTS
Page 123 of 186
Date: 10/23/2023
PFAS Litigation
Proposed Action
N/A
Overview
Perfluoroalkyl and polyfluoroalkyl substances, or PFAS, are a large group (more than 5,000) of
manmade synthetic chemicals that have been used in a variety of industrial and consumer
products since the 1940s. They have properties that resist heat, grease, and water. PFAS is
commonly found in firefighting foams, non-stick cookware, water-repellent fabrics, and many
other products. The most common types are PFOA (perfluorooctanoic acid) and PFOS
(perfluorooctanoic sulfonic acid). These chemicals do not break down easily and can
accumulate in the environment. Their extreme resistance to degradation in the environment and
resistance to destruction in wastewater treatment plants, landfills, and incinerators has led to the
nickname “forever chemicals”. PFAS are no longer produced in the United States, but the
chemicals have been found throughout the environment. PFAS have been detected in water
sources worldwide, leading to concerns about their impact on human health. Scientific studies
have shown exposure to some PFAS in the environment may be linked to harmful health effects
in humans and animals with prolonged exposure to these chemicals.
Over the past several years, hundreds of lawsuits have been filed by municipalities, consumers,
and water utilities against the manufacturers of PFAS. Multi-District Litigation No. 2873
(“MDL”) includes all the groundwater cases with PFAS contaminants that have been transferred
to a U.S. District Court. The MDL is a specific legal procedure in which federal civil cases
around the country are transferred to one court. The MDL are against 3M and Dupont to resolve
claims for PFAS contamination in public drinking waters. Virtually all public water systems
that have PFAS detections in at least one of their supply sources will be eligible to receive funds
to recover clean-up costs. Lakeville water has tested positive for small traces of PFAS so
Lakeville is eligible to be part of the class action lawsuit. The dates to opt-out of the class action
lawsuit by will be in December 2023.
Staff plans to discuss if the City Council would like to be part of the class action lawsuit or opt-
out.
Supporting Information
None
Page 124 of 186
Financial Impact: $0.00 Budgeted: No Source:
Envision Lakeville Community Values: Good Value for Public Services
Report Completed by: Paul Oehme, Public Works Director
Page 125 of 186
Date: 10/23/2023
2024 Proposed Liquor Fund Budget
Proposed Action
Staff is seeking direction regarding the 2024 Liquor Fund Budget.
Overview
The purpose of this report is to provide the City Council with an overview of the proposed 2024
Liquor Fund budget and 10-year projections.
2024 Budget
The proposed 2024 Liquor Fund budget reflects the costs of operating all four liquor stores for
the full year.
The 2023 sales revenue is looking to come in well above budget. Compared to the 2023 budget,
the 2023 yearend estimate reflects a $1.78M increase in sales and a $583K increase in gross
profit. Expenditures in 2023 are expected to come in $81K above budget. After transfers out
(and including depreciation and OPEB expenses), the Liquor Fund anticipates ending 2023 with
a decrease in net position of $5K versus the budgeted decrease in net position of $440K.
Staff is proposing to increase the 2024 sales and gross profit budgets to reflect the healthy sales
achieved in 2022-2023. The new Keokuk location’s projected sales for 2023 are roughly $1M
more than budgeted. The 2024 budget reflects the following increases in sales revenues:
• Heritage – 6.7%
• Galaxie – 8.1%
• Kenrick – 11.1%
• Keokuk – 23.1%
Personnel expense reflects the changes in staffing that has been required such as additional full-
time staff with benefits and less part-time staff.
The 2024 budget includes $1.58 million in transfers from the Liquor Fund to support other City
endeavors. If not for these Liquor Fund transfers, the tax levy would need to be raised or other
funding sources identified to cover these expenditures. The 2024 budgeted transfers, along with
prior year comparisons include the following:
Expenditure type 2021 Actual 2022 Actual 2023 Actual 2024 Budget
Page 126 of 186
Debt Service-police station
bonds
$400,000 $400,000 $400,000 $400,000
Debt Service-Keokuk liquor
store bonds*
$0 $177,910 $348,900 $350,500
Equipment Fund-capital
equipment
$500,000 $500,000 $500,000 $500,000
Technology Fund-capital
equipment
$31,300 $38,500 $38,500 $59,500
General Fund-admin/
technology/etc.
$150,075 $164,085 $238,286 $239,036
General Fund-fireworks $15,000 $15,000 $30,000 $30,000
Total $1,096,375 $1,295,495 $1,555,686 $1,579,036
*The debt service for the Keokuk liquor store was not previously shown as a transfer.
Financial Targets
At the September 26, 2022 council workshop, Staff presented some financial metrics for the City
Council to consider incorporating into its Fund Balance Policy. Staff thought it would be
appropriate to see how the Liquor Fund would do compared to those metrics.
The financial metrics are as follows:
• Available cash on hand to cover the following objectives:
1. Three months of operating cash
2. Following year debt service payments
3. Next year planned capital expenditures not financed with bonds
• Maintain a debt service coverage ratio of at least 125% on existing and planned debt
(Income before Contributions and Transfers / Existing and Planned Debt)
The Finance Committee discussed the metrics further on October 11, 2022. They noted the
following:
1. The available cash on hand focuses on the balance sheet whereas the debt service
coverage ratio focuses on the profit/loss statement and the performance of the liquor
operations (Income before Contributions and Transfers).
2. The Council has the discretion to utilize the excess funds for other purposes.
3. It is considered a credit positive by rating agencies if we meet this target.
In addition, Moody’s incorporated changes to their rating methodology in 2023. The changes
included incorporating enterprise funds’ financial performance into the overall rating for the
City, among other changes.
The current Liquor Fund estimates are projected to have the following impacts on the financial
targets:
• Achieve cash targets for years 2023-2033
Page 127 of 186
• Achieve debt service coverage ratio for years 2023-2033
Supporting Information
1. 2024 Budget Working Capital
2. 10yr Proforma
3. Capital-Facilities
Financial Impact: $ Budgeted: No Source:
Envision Lakeville Community Values: Good Value for Public Service
Report Completed by: Julie Stahl, Finance Director
Page 128 of 186
2023 2023 2024
2021 2022 ADOPTED DEPART WORKING
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
Revenues
Rentals & Events 2,864 30,520 38,220 42,500 45,000
Liquor sales 19,675,809 21,828,266 20,992,109 22,771,009 23,455,234
Cost of goods sold (14,445,698) (16,008,561) (15,534,160) (16,730,144) (17,232,321)
Net revenues 5,232,975 5,850,225 5,496,169 6,083,365 6,267,913
Expenses
Personnel services 2,015,308 2,482,327 2,556,973 2,573,657 2,712,222
Commodities 152,011 96,980 109,675 108,788 100,655
Contractual services 1,430,691 1,455,255 1,487,576 1,514,866 1,538,815
Total expenses 3,598,010 4,034,562 4,154,224 4,197,311 4,351,692
Net operating income/(loss)1,634,965 1,815,663 1,341,945 1,886,054 1,916,221
Other Receipts (Disbursements)
Interest income (47,819) (175,872) 60,000 38,000 38,200
Other income 9,773 44,971 50,000 - 50,000
Sale of capital assets - (27,334) - - -
Sale of Bonds 5,620,000 - - - -
Capital outlay acquisitions (5,829,257) (201,473) (293,500) (74,191) (291,000)
Paying agent (450) - - - -
Lease interest - (42,465) - - -
Bond premium 400,407 - - - -
Debt principal payments (240,000) (245,000) (250,000) (250,000) (260,000)
Total other (87,346) (647,173) (433,500) (286,191) (462,800)
Net incr(decr) before transfers 1,547,619 1,168,490 908,445 1,599,863 1,453,421
Transfer to General Fund (Admin.)(86,917) (93,738) (164,502) (164,502) (165,890)
Transfer to Gen Fund (technology)(63,158) (70,347) (73,784) (73,784) (73,146)
Transfer to Gen Fund (Fireworks)(15,000) (15,000) (30,000) (30,000) (30,000)
Transfer to Environmental Resources - - - - -
Transfer to Equipment Fund (500,000) (500,000) (500,000) (500,000) (500,000)
Transfer to Technology Fund (31,300) (38,500) (44,900) (44,900) (59,500)
Transfer to DSF (Keokuk Bonds)- (177,866) (348,900) (348,900) (350,500)
Transfer to DSF Police Station Bonds (400,000) (400,000) (400,000) (400,000) (400,000)
Total transfers (1,096,375) (1,295,451) (1,562,086) (1,562,086) (1,579,036)
Net increase/(decrease)451,244 (126,961) (653,641) 37,777 (125,615)
Working capital, January 1 3,526,138 3,977,382 3,200,156 3,850,421 3,888,198
Working capital, December 31 3,977,382 3,850,421 2,546,515 3,888,198 3,762,583
Total Working Capital 3,977,382 3,850,421 2,546,515 3,888,198 3,762,583
Work Cap - Reserved for future 1,806,756 1,622,361 1,437,966 1,437,966 1,244,966
Work Cap - Available for operations 2,170,627 2,228,061 1,108,549 2,450,233 2,517,618
Note: Amounts above do not include depreciation or OPEB expenditures
LIQUOR FUND
PROJECTED WORKING CAPITAL
Page 129 of 186
CITY OF LAKEVILLE - LIQUOR STORE PROFORMA
Actual Projected Budget
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Sales 21,858,786 22,813,509 23,500,234 23,902,706 24,312,423 24,729,520 25,154,134 25,586,404 26,026,474 26,474,488 26,930,594 27,394,943
Cost of goods sold 16,008,561 16,730,144 17,232,321 17,527,663 17,828,323 18,134,400 18,445,995 18,763,212 19,086,156 19,414,932 19,749,648 20,090,416
Gross profit 5,850,225 6,083,365 6,267,913 6,375,043 6,484,100 6,595,120 6,708,139 6,823,192 6,940,318 7,059,556 7,180,946 7,304,527
Gross Profit %26.76%26.67%26.67%26.67%26.67%26.67%26.67%26.67%26.67%26.67%26.66%26.66%
Total operating expenses 4,532,994 4,565,542 4,733,723 4,686,787 4,770,713 4,860,187 4,959,457 5,072,780 5,208,731 4,898,368 5,018,198 5,134,129
Net operating income 1,317,231 1,517,823 1,534,190 1,688,256 1,713,386 1,734,933 1,748,682 1,750,412 1,731,587 2,161,188 2,162,748 2,170,398
Total other revenues/(expenses)(200,700) 38,000 88,200 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000
Net income before transfers 1,116,531 1,555,823 1,622,390 1,768,256 1,793,386 1,814,933 1,828,682 1,830,412 1,811,587 2,241,188 2,242,748 2,250,398
Total transfers 1,117,585 1,213,186 1,228,536 1,234,075 1,241,570 1,250,088 1,258,831 1,267,805 1,277,017 1,286,473 896,180 906,145
Net income (1,054) 342,637 393,854 534,181 551,817 564,845 569,851 562,607 534,570 954,715 1,346,567 1,344,253
Bond principal payments (422,866) (598,900) (610,500) (611,800) (617,800) (628,400) (348,600) (348,400) (349,150) (352,300) (351,650) (350,900)
Income after bond principal pmts (423,920) (256,263) (216,646) (77,619) (65,983) (63,555) 221,251 214,207 185,420 602,415 994,917 993,353
FINANCIAL METRICS
Projected Ending Cash by Purpose
Future and unassigned 1,943,976 1,788,747 1,399,717 1,962,121 2,135,752 2,426,105 2,826,924 3,410,526 3,182,306 4,370,285 5,231,882 6,653,829
Planned capital - 74,191 291,000 - 40,000 - 65,000 - 361,860 100,000 280,000 91,000
3--months of operating cash 1,133,249 1,141,385 1,183,431 1,171,697 1,192,678 1,215,047 1,239,864 1,268,195 1,302,183 1,224,592 1,254,550 1,283,532
Subsequent year debt service 634,400 638,350 631,775 629,750 632,100 348,100 347,900 348,650 351,800 351,150 350,400 349,550
Projected Ending Cash 3,711,624 3,642,673 3,505,923 3,763,567 4,000,531 3,989,252 4,479,689 5,027,371 5,198,149 6,046,027 7,116,832 8,377,912
3,711,624 3,642,673 3,505,923 3,763,567 4,000,531 3,989,252 4,479,689 5,027,371 5,198,149 6,046,027 7,116,832 8,377,912
- - - - - - - - - - - -
Income before Contributions & Transfers
Net Revenue for Debt Coverage 1,116,531 1,555,823 1,622,390 1,768,256 1,793,386 1,814,933 1,828,682 1,830,412 1,811,587 2,241,188 2,242,748 2,250,398
Total Debt Service*865,835 1,034,400 1,038,350 1,031,775 1,029,750 1,032,100 748,100 747,900 748,650 751,800 351,150 350,400
Debt Service Coverage Ratio 129%150%156%171%174%176%244%245%242%298%639%642%
* Includes transfer to Debt Service for Police Station Bonds to meet policy objectives for ending cash and net position.
10/20/2023
Page 130 of 186
10-YEAR CAPITAL IMPROVEMENT FACILITY PLAN
Capital Expenditures
2023
Budget
2023
Estimate 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
'24 - '33
TOTALS
Cooler racking 65,000 65,000
Cooler mechanicals 25,000 25,000
All flooring replacement 65,000 65,000
Reach in cooler -
Tenant Improvements*130,000 100,000 100,000
Total Capital Outlay 130,000 - 100,000 - - - 65,000 - - 25,000 65,000 - 255,000
2023-2032 CIP 130,000 - - - - 65,000 - - 25,000 65,000 - - 155,000
Change - - 100,000 - - (65,000) 65,000 - (25,000) (40,000) 65,000 - 100,000
Heritage Major Maintenance
Replace cooler door glass 8,300 8,300
Paint sales floor and office walls 8,000 8,000
Total Major Maintenance - - 8,300 - - - - - 8,000 - - - 16,300
Total Capital Outlay & Major Mntc 130,000 - 108,300 - - - 65,000 - 8,000 25,000 65,000 - 271,300
* - To be offset by $50,000 contribution from landlord.
Capital Expenditures
2023
Budget
2023
Estimate 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
'24 - '33
TOTALS
Walk-in Cooler Mechanicals Rplc 50,000 50,000
All flooring replacement 65,000 65,000
Parking lot mill and overlay 65,000 65,000
RTU 1, 2, 3, 4 replacement 80,000 80,000 80,000
Roof Replacement 275,000 275,000
Building envelope improvements 56,570 56,570
Total Capital Outlay 80,000 - 145,000 - - - - - 331,570 65,000 50,000 - 591,570
2023-2032 CIP 80,000 - 65,000 - - - - 331,570 65,000 50,000 - - 511,570
Change - - 80,000 - - - - (331,570) 266,570 15,000 50,000 - 80,000
Galaxie Major Maintenance
Replace Fire Sprinkler Heads - Cooler 13,500 13,500
HERITAGE LIQUOR STORE
GALAXIE LIQUOR STORE
Page 1 10 Year Bldg
Page 131 of 186
10-YEAR CAPITAL IMPROVEMENT FACILITY PLAN
Item #2 -
Item #3 -
Total Major Maintenance - - 13,500 - - - - - - - - - 13,500
Total Capital Outlay & Major Mntc 80,000 - 158,500 - - - - - 331,570 65,000 50,000 - 605,070
Note: $15,000 for rain garden overhaul is to be financed from Environmental Resources Fund.
Capital Expenditures
2023
Budget
2023
Estimate 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
'24 - '33
TOTALS
Cooler racking 80,000 80,000
Cooler Mechanicals 40,000 40,000
Building Envelope Improvements 30,290 30,290
RTU 1, 2 Replacement 40,000 40,000
Entrance Door Replacement 26,500 26,000 26,000
Reach In Cooler 47,000 16,000 - -
Video surveillance system - 10,352 -
Sign - 15,000 15,000
Total Capital Outlay 73,500 26,352 15,000 - 40,000 - - - 30,290 - 120,000 26,000 231,290
2023-2032 CIP 47,000 - - - - - - 30,290 - 120,000 26,000 - 176,290
Change 26,500 26,352 15,000 - 40,000 - - (30,290) 30,290 (120,000) 94,000 26,000 55,000
Kenrick Major Maintenance
Water savings 1,339 1,339
Total Major Maintenance - - - - - - - - 1,339 - - - 1,339
Total Capital Outlay & Major Mntc 73,500 26,352 15,000 - 40,000 - - - 31,629 - 120,000 26,000 232,629
Capital Expenditures
2023
Budget
2023
Estimate 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
'24 - '33
TOTALS
Office Carpet Replacement 10,000 10,000
Cooler Mechanicals 65,000 65,000
Automatic Door Replacements 45,000 45,000
Fencing 38,000 -
KENRICK LIQUOR STORE
KEOKUK LIQUOR STORE
Page 2 10 Year Bldg
Page 132 of 186
10-YEAR CAPITAL IMPROVEMENT FACILITY PLAN
Sign - North side of building 15,000 15,000
Landscaping 18,000 - 18,000
Total Capital Outlay - 38,000 33,000 - - - - - - 10,000 45,000 65,000 153,000
2023-2032 CIP - - - - - - - - 10,000 45,000 65,000 - 120,000
Change - 38,000 33,000 - - - - - (10,000) (35,000) (20,000) 65,000 33,000
Keokuk Major Maintenance
Emporium Landscaping 16,000 -
-
Total Major Maintenance 16,000 - - - - - - - - - - - -
Total Capital Outlay & Major Mntc 16,000 38,000 33,000 - - - - - - 10,000 45,000 65,000 153,000
Capital Expenditures
2023
Budget
2023
Estimate 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
'24 - '33
TOTALS
Exterior Sign 10,000 9,839 -
Landscaping 16,000 16,000
-
Total Capital Outlay 10,000 9,839 16,000 - - - - - - - - - 16,000
2022-2031 CIP 10,000 - - - - - - - - - - - -
Change - 9,839 16,000 - - - - - - - - - 16,000
Emporium Major Maintenance
None -
-
Total Major Maintenance - - - - - - - - - - - - -
Total Capital Outlay & Major Mntc 10,000 9,839 16,000 - - - - - - - - - 16,000
Total Capital Outlay 293,500 74,191 309,000 - 40,000 - 65,000 - 361,860 100,000 280,000 91,000 1,246,860
Total Major Maintenance 16,000 - 21,800 - - - - - 9,339 - - - 31,139
Total Capital Outlay/Major Mntc 309,500 74,191 330,800 - 40,000 - 65,000 - 371,199 100,000 280,000 91,000 1,277,999
EMPORIUM ROOM
Page 3 10 Year Bldg
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Date: 10/23/2023
2024 Proposed Utility Fund Budgets & Utility Rate Projections
Proposed Action
No formal action required.
Overview
The purpose of this report is to provide the City Council with an overview of the proposed 2024
Utility Fund budgets and proposed utility rates/projections to support the services provided.
UTILITY FEE CHANGES AND HIGHLIGHTS
The rate changes for 2024 include a 3% increase to Water rates, 3% increase to Sewer rates, and
0% increase for both Street Lights and Environmental Resources. The 10-year projections are
included by Fund and incorporate the anticipated revenues from the 2024 rate changes, proposed
2024 budgets, staff projections for future years, and the Capital improvement Plan.
Cash targets
One of the financial targets is a certain level of unassigned cash by fund at the end of each year.
For Water and Sanitary Sewer, this amount is currently $500,000. For Street Lights and
Environmental Resources, the amount is currently $100,000. Our model also includes an
estimate of planned capital expenditures for the following year when calculating the amount of
cash on hand needed at the end of each period. Many of the City’s capital improvement projects
are led and/or influenced by the County, and although we determine jointly what needs to be
replaced, the cost is somewhat out of our control, and the level of predictability in our costs is
reduced. We have included estimates of the utility costs related to these projects; however, some
costs are unknown until the project is underway. At some point in the future, we may desire to
increase the unassigned cash targets beyond $500,000 and $100,000.
Risks
The projected cash and revenue amounts by year can vary significantly from actuals depending
on weather and usage. The 10-year projections discussed and portrayed in charts below are
based on our predictions at a point in time, and our best guess of normal volumes based on our
historical data. Effective 1/1/2023, Lakeville implemented four separate water tiers, when
historically it was three tiers. We have not yet seen a full year of volume data to influence our
projections. Therefore, the 2024 and future revenues may be impacted by behavioral changes in
water consumption following a full annual cycle of billing under the four-tier structure. Our
assumption of “normal” volume levels may shift over time as we progress under the new tier
structure, in combination of whether a year has more or less rainfall.
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Aging infrastructure
The 10-year rate projections include estimates for replacement or upgrade of aging utilities
infrastructure. The chart below includes various statistics related to the current utilities
infrastructure, and illustrates the significant cost involved in maintaining the infrastructure.
Infrastructure item: Statistic
Water
Water mains (miles) 387
Fire hydrants 4,494
Wells 19
Water Towers 6
Water capital asset gross historical cost $170,239,000
Sanitary Sewer
Sanitary sewer mains (miles) 295
Sanitary sewer lift stations 20
Sanitary sewer capital asset gross historical
cost
$99,423,000
Source: City of Lakeville 2022 Annual Comprehensive Financial Report
Proposed 2024 rates and impact
The following chart reflects the fee changes that have been incorporated into the proposed
revenues for each of the Utility Funds in the next year:
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PERSONNEL REQUESTS
There is a request for a new Utility Maintenance I for 2024, which is built into the 2024 Water
and Sewer budgets.
UTILITY BILLING CYCLES
The City currently issues utility bills on a quarterly basis. Staff has contemplated changing to a
monthly billing cycle to provide customers better visibility to their usage and costs. There are a
few topics that need to be addressed prior to this change, the largest of which are listed below:
1. ERP-There will be a system change-over in the fall of 2024 due to aging technology that
is currently in use. Staff will be working with the selected vendor, BS&A over the next
year to get the system set-up and is currently scheduled to go-live on the new system in
October 2024.
2. We are due for a staff audit of the system to ensure all city parcels are included in the
system and that any changes to the pervious surfaces have been reflected in the
composition of utility bills for those properties. Staff has begun this audit internally and
plans to continue with the audit following implementation of the new system in 2024.
3. The City transitioned to a fixed base meter system in 2022, which has resulted in the
ability to remotely read many meters. Staff is currently working to reduce the number of
missed readings from this technology.
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4. A change from quarterly to monthly billing means more frequent meter reads, more
payments to be processed, etc., which would add pressure to current City Staff
resources.
WATER OPERATING FUND
The proposed 2024 Water Operating Fund budget reflects the cost of operating the City’s water
system as well as repainting of the CMF water tower, ongoing well rehabilitation, watermain
maintenance as part of the 2024 Reconstruction Project and other 2024 street projects. Water
Treatment Facility costs including a chlorine scrubber and emergency chlorine shut-off valve are
also included in 2024.
This fund has annual debt service obligations of $1.27-$1.79 million in the next five years for
$8.38 million in remaining bond principal at 12/31/2023, from bonds issued between 2014 and
2021. Debt is not planned to be issued for regular major maintenance projects in the future, nor
for the Water Treatment Plant expansion, which is currently programmed for 2027. The current
plan is to fund $11M of the expansion cost from the Water Operating Fund, and the remainder
from the Water Trunk Fund.
The assumption for being able to avoid debt for the Water Treatment Plant expansion is based
on a $21M estimated cost of the Water Treatment Plant expansion, as well as the current healthy
cash balances in the Water Trunk fund (from developer fees) and the Water Operating Fund
(from water charges for services via utility bills). Should the estimated expansion cost increase
significantly or the cash balances be reduced significantly (by lower water usage/increased
rainfall/lower than estimated developer fees), debt issuance may need to be considered. The
current rate increases projected over the next three years assume NO debt will be issued, and
rates would need to be further increased to account for debt payments in future years if this
decision changes.
The underlying goals with these rate adjustments are as follows:
• Maintain a minimum cash balance to fund three months of operating expenses, debt
service payments, major maintenance expenses (net of any bond proceeds during the
period), emergency maintenance expenses (target of $500K), and accumulate a cash
contribution toward the Water Treatment Plant project to reduce (or eliminate) the
amount of bonds needed on that project;
• Avoid issuing debt for major maintenance projects in future years including for the
Water Treatment Plant expansion in 2027. This means that the current users of the water
system are paying for the depreciation of the system (replacement costs) as we go. The
current debt outstanding is scheduled to be completely paid off by 2036.
• Maintain a debt service coverage ratio of at least 125%.
• Maintain a ratio of unrestricted net assets that is at least 50% of the subsequent year’s
operating expenses.
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The proposed water rates for 2024 (and projected increases for 2025-2033) are projected to have
the following impacts on the financial targets for the years 2024-2033:
• Achieve cash target for all years 2027-2033; 2024-2026 are below target due to building
cash for the planned capital investment in the Water Treatment Plant expansion.
• Achieve debt service coverage ratio for all years 2024-2033
• Achieve unrestricted net assets percentage for all years 2024-2033 except for 2027.
Staff develops the rate projections using a combination of historical financial and volume data as
well as assumptions about future growth and volumes. There are two large unique financial
considerations taken in the current projections.
1. The first is the projected ability to contribute $11M in cash toward the Water Treatment
Plant Expansion. This has been made possible both by deliberate past rate increases and
careful review of projections to avoid additional debt issuance for this fund, as well as
the drought conditions in recent years, which have prompted customers to water grass
and therefore increased water revenues beyond expected amounts.
2. From 2014-2021, there was debt issued on behalf of the Water Operating fund for
regular maintenance activities with principal totaling $17.945M. This level of debt
carries a significant principal and interest cost on an annual basis (2024 payments for
principal and interest are more than $1.8M). These annual bond issuances start to mature
in 2025, and there is a significant decrease in annual payments beginning in 2031 (down
to $783K of principal and interest payments that year).
After we expand the Water Treatment Plant and as the existing debt matures, the current
projections indicate that we may be able to hold water rates steady and/or decrease the rates for a
number of years and still meet financial targets.
SANITARY SEWER OPERATING FUND
The proposed 2024 Sanitary Sewer Fund budget reflects the cost of operating the City’s
wastewater system as well as sewer main repair projects, other major maintenance and debt
repayment for the debt that was issued in 2016 for lift station #6 rehabilitation. In addition, the
Metropolitan Wastewater Charge as communicated by the Met Council will have a 6.23%
increase for the City of Lakeville in 2024. The wastewater charges are the most significant
component of the Sanitary Sewer Fund annual budget. The City does not control this cost,
although the cost is based on our share of the discharge into the regional wastewater system.
The 2024 revenues for sanitary sewer sales are based on increasing the rates by 3%. Years 2025-
2033 reflect annual increases of 3%-4%.
The underlying goals with these rate adjustments are as follows:
• Maintain a minimum cash balance to fund three months of operating expenses, debt
service payments, and emergency maintenance expenses.
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• Maintain a debt service coverage ratio of at least 125%. The current debt outstanding is
scheduled to be completely paid off by 2025, and no additional debt is planned to be
issued for the Sewer Fund.
• Maintain a ratio of unrestricted net assets that is at least 50% of the subsequent year’s
operating expenses.
The 2024 sewer rates and projected increases for 2025-2033 are projected to have the following
impacts on the financial targets:
• Cash targets met in all years 2024-2033
• Achieve debt service coverage ratio for all years 2024-2033
• Achieve unrestricted net assets percentage for all years 2024-2031, and be slightly under
the target in 2032 and 2033
Currently, the projected sewer revenues by year are not sufficient to meet the forecasted
expenses by year for all of the next 10 years. On the other hand, the cash position by year is
projected to exceed the desired cash position/targets. Since we would prefer to increase rates by
the smallest possible amount to cover costs, staff is comfortable with the revenues being slightly
under the expenses by year, knowing there is excess cash to cover the shortfall. We will continue
reviewing each year to balance minimal rate changes with meeting the financial targets.
STREET LIGHT OPERATING FUND
The Street Light Operating Fund reflects the cost of operating city street lights.
The 2024 revenues for the Street Light Operating Fund reflect no rate increases. Annual
increases for years 2025-2032 are between 1% and 3%. Current cash projections include some
Xcel street light replacements based on available information from Xcel, but these costs have
not been budgeted nor included in the projected expenditures due to uncertainties with the
timing and costs.
The underlying goals of street light rates are as follows:
• Maintain a minimum cash balance to fund three months of operating expenses, debt
service payments, and emergency maintenance expenses ($100K).
• Maintain a debt service coverage ratio of at least 125%. The current debt outstanding is
scheduled to be completely paid off by 2026.
• Maintain a ratio of unrestricted net assets that is at least 50% of the subsequent year’s
operating expenses.
The current Street Light rate estimates are projected to have the following impacts on the
financial targets:
• Achieve cash targets for seven of the 10 years presented
• Achieve debt service coverage ratio for all years 2024-2033
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• Achieve unrestricted net assets percentage for all years 2024-2033
ENVIRONMENTAL RESOURCES OPERATING FUND
The Environmental Resources Fund reflects the cost of managing, promoting and protecting the
City’s natural resources including lakes, wetlands, streams, prairies and woodlands. The 2024
budget includes annual storm water rehabilitation projects as well as several grant-funded
projects.
The revenues for this Fund are based on maintaining 2023 rates, with 2% annual increases
projected for 2025-2033.
The underlying goals with these rate adjustments are as follows:
• Maintain a minimum cash balance to fund three months of operating expenses, debt
service payments, and emergency maintenance expenses ($100K).
• Maintain a debt service coverage ratio of at least 125%.
• Maintain a ratio of unrestricted net assets that is at least 50% of the subsequent year’s
operating expenses.
The proposed Environmental Resources rate projections are anticipated to have the following
impacts on the financial targets:
• Meeting all cash targets for all years 2024-2033
• The Environmental Resources Fund currently does not hold any debt, so the debt service
coverage ratio target is not applicable.
• Meeting unrestricted net assets target percentage for 2024-2032 and slightly below the
target in 2033
The cash position is expected to exceed targeted levels for all years presented, therefore, staff is
comfortable with being slightly below the target for the unrestricted net assets percentage in
2033. This will be monitored as projections are updated in subsequent years.
CHARTS
The following charts reflect the expenses, revenues, and projected cash position for each of the
utility funds, including proposed rate increases. These will be referenced during our discussion.
WATER CHARTS
Page 140 of 186
Note- Cash position with rate increases line includes anticipated contributions to the Water
Treatment Plant expansion in 2027 (assumes payment toward the project in 2027, so the above
chart shows a drop in both the cash position and the desired cash position at the end of 2027).
Page 141 of 186
Page 142 of 186
SEWER CHARTS
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STREET LIGHT CHARTS
Page 145 of 186
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*The desired cash position for the Street Light Operating Fund includes a reserve for
unscheduled capital replacement, which is our current estimate from data obtained from Xcel
Energy. The timing of these replacements will be largely determined by Xcel.
ENVIRONMENTAL RESOURCES CHARTS
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BUDGET AND CAPITAL IMPROVEMENT PROGRAM SCHEDULE
Nov 27 Workshop – Final 2024 Budget Review; 2023 Yearend Preview
Dec 4 Meeting – Public Budget Meeting (Truth in Taxation) / Adopt 2024 Budget &
2024 Tax Levy / Adopt 2024 Fee Schedule
COUNCIL DIRECTION
Staff is seeking direction regarding the Utility Fund budgets and utility rate adjustments.
Supporting Information
1. 2024 Utility Rate Projections
Financial Impact: $0 Budgeted: No Source:
Envision Lakeville Community Values: Good Value for Public Services
Report Completed by: Julie Stahl, Finance Director
Page 148 of 186
Table 1Water FundSummaryWater Fund2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Revenues 10,498,214 9,195,997 9,702,530 10,238,222 10,268,590 9,851,816 9,499,736 9,159,333 8,918,300 8,701,131 8,487,158 Expenses 9,931,939 10,565,450 9,616,201 9,754,423 20,711,189 9,988,832 9,704,895 10,809,910 9,930,296 10,079,953 10,208,406 Revenue Over (Under) Expense566,275 (1,369,454) 86,330 483,799 (10,442,599) (137,016) (205,159) (1,650,577) (1,011,996) (1,378,822) (1,721,248) Projected Ending Cash by PurposeFor future capital and unassigned 1,273,731 167,273 154,807 (173,798) 2,339,462 4,000,278 5,662,506 6,761,186 8,097,648 9,452,214 10,799,760 For planned capital 6,946,467 8,402,104 9,048,180 11,548,381 715,968 1,117,400 772,996 827,500 978,745 770,715 570,000 For 3‐months of operating cash 1,442,814 1,206,111 1,313,285 1,307,387 1,379,904 1,307,827 1,586,388 1,366,133 1,398,033 1,426,930 1,453,899 For following year debt service 1,801,957 1,797,832 1,519,331 1,374,207 1,366,906 1,271,157 1,215,206 783,301 788,040 633,551 509,862 Projected Ending Cash 11,464,968 11,573,320 12,035,602 14,056,177 5,802,240 7,696,662 9,237,096 9,738,120 11,262,466 12,283,410 13,333,521 Net PositionEnding unrestricted net position 14,515,001 14,648,898 15,137,864 17,185,390 8,958,674 10,880,589 12,448,790 12,977,860 14,530,531 15,580,084 16,659,090 As % of expense 146% 139% 157% 176%43%109% 128% 120% 146% 155% 163%Target: 50% or higherNet Revenues as % of Debt Service286% 248% 356% 391% 414% 552% 541% 443% 676% 1247% 1110%Target: 50% or higher 1.25xProjected Rate changes by yearn/a 3% 5% 5% 0%‐4%‐4%‐4%‐3%‐3%‐3%Page 149 of 186
Table 7Water FundPro FormaLakevilleFinance PlanWater Fund2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Actual Estimated Proj Proj Proj Proj Proj Proj Proj Proj Proj ProjRevenuesServices charges 9,092,508 8,947,515 8,627,586 9,132,218 9,664,223 9,683,100 9,306,193 8,943,226 8,593,690 8,348,708 8,122,457 7,901,906 Sales of meters 343,890 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Penalties and other revenues 149,713 134,738 136,085 137,446 138,821 140,209 141,611 143,027 144,457 145,902 147,361 148,835 Investment income and other earnings (607,037) 40,961 57,325 57,867 60,178 70,281 29,011 38,483 46,185 48,691 56,312 61,417 Intergovernmental revenues 387,899 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other revenues and special items 75,549 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Special assessments 104,752 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfers in 1,116,043 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Capital contributions 6,143,479 1,000,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Revenues 16,806,796 10,498,214 9,195,997 9,702,530 10,238,222 10,268,590 9,851,816 9,499,736 9,159,333 8,918,300 8,701,131 8,487,158 ExpensesFixed ExpensesPersonnel services 1,436,842 1,367,652 1,588,572 1,636,229 1,685,316 1,735,876 1,787,952 1,841,590 1,896,838 1,953,743 2,012,355 2,072,726 Major maintenance not capitalized 1,056,297 1,221,466 1,497,500 450,000 771,000 637,500 818,600 420,000 1,420,000 420,000 427,500 420,000 Transfers out General Fund 188,452 198,523 212,772 219,155 225,730 232,502 239,477 246,661 254,061 261,683 269,533 277,619 Transfer out Debt Service Fund 521,294 519,319 523,569 522,044 248,369 250,519 248,219 251,594 250,544 249,088 252,128 249,788 Transfer out Other Funds 7,650 10,400 29,200 14,200 14,200 11,014,200 14,200 14,200 14,200 14,200 14,200 14,200 Interest and fiscal expense 155,599 355,695 301,513 253,288 207,338 168,588 133,538 97,988 62,838 39,038 25,588 13,288 Depreciation 3,587,406 3,688,855 3,715,267 3,770,570 3,797,024 3,810,734 3,828,633 3,856,568 3,875,893 3,896,580 3,921,049 3,940,317 Subtotal Fixed Expenses6,953,540 7,361,910 7,868,392 6,865,485 6,948,976 17,849,917 7,070,618 6,728,601 7,774,373 6,834,332 6,922,353 6,987,937 Variable ExpensesCommodities 554,632 773,522 826,758 843,293 860,159 877,362 894,909 912,808 931,064 949,685 968,679 988,052 Other charges for services/disposal of assets 1,565,419 1,796,507 1,870,300 1,907,423 1,945,287 1,983,910 2,023,304 2,063,487 2,104,473 2,146,279 2,188,921 2,232,416 Subtotal Variable Expenses2,120,051 2,570,029 2,697,058 2,750,716 2,805,446 2,861,272 2,918,214 2,976,295 3,035,537 3,095,964 3,157,600 3,220,469 Total Expenses 9,073,591 9,931,939 10,565,450 9,616,201 9,754,423 20,711,189 9,988,832 9,704,895 10,809,910 9,930,296 10,079,953 10,208,406 Beginning net position 112,960,321 120,693,526 121,259,801 119,890,347 119,976,677 120,460,476 110,017,876 109,880,860 109,675,702 108,025,124 107,013,129 105,634,307 Change in Net Position 7,733,205 566,275 (1,369,454) 86,330 483,799 (10,442,599) (137,016) (205,159) (1,650,577) (1,011,996) (1,378,822) (1,721,248) Ending net position 120,693,526 121,259,801 119,890,347 119,976,677 120,460,476 110,017,876 109,880,860 109,675,702 108,025,124 107,013,129 105,634,307 103,913,058 Page 150 of 186
Table 8Water FundProjected Year End Cash BalanceLakevilleEnding Cash BalanceWater Fund2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Estimate Proj Proj Proj ProjProj Proj Proj Proj Proj ProjUse of CashOperations & Maintenance 5,156,855 5,771,255 4,824,444 5,253,138 5,229,547 5,519,616 5,231,309 6,345,551 5,464,532 5,592,131 5,707,719 Capital Acquisition 3,057,970 1,056,467 2,212,104 1,058,180 548,381 715,968 1,117,400 772,996 827,500 978,745 770,715 Other Interfund Transfers 208,923 241,972 233,355 239,930 11,246,702 253,677 260,861 268,261 275,883 283,733 291,819 Debt Service (includes transfers for debt) 1,777,306 1,801,957 1,797,832 1,519,331 1,374,207 1,366,906 1,271,157 1,215,206 783,301 788,040 633,551 Total Use of Cash 10,201,054 8,871,650 9,067,735 8,070,579 18,398,836 7,856,167 7,880,727 8,602,013 7,351,216 7,642,650 7,403,804 Source of CashRevenues 9,498,214 9,195,997 9,702,530 10,238,222 10,268,590 9,851,816 9,499,736 9,159,333 8,918,300 8,701,131 8,487,158 Total Source of Cash 9,498,214 9,195,997 9,702,530 10,238,222 10,268,590 9,851,816 9,499,736 9,159,333 8,918,300 8,701,131 8,487,158 Net Change in Other Assets and Liabilities(182,786) (215,995) (172,513) (147,069) (123,690) (101,227) (78,576) (56,295) (42,739) (37,537) (33,242) Change in Cash Balance (885,626) 108,352 462,282 2,020,574 (8,253,936) 1,894,422 1,540,434 501,024 1,524,346 1,020,944 1,050,111 Projected Ending Cash 11,464,968 11,573,320 12,035,602 14,056,177 5,802,240 7,696,662 9,237,096 9,738,120 11,262,466 12,283,410 13,333,521 Ending Cash by PurposeUnassigned1,273,731 167,273 154,807 (173,798) 2,339,462 4,000,278 5,662,506 6,761,186 8,097,648 9,452,214 10,799,760 For capital improvements WTF Expansion 5,890,000 6,190,000 7,990,000 11,000,000 ‐ For next year planned capital 1,056,467 2,212,104 1,058,180 548,381 715,968 1,117,400 772,996 827,500 978,745 770,715 570,000 For 3‐months of operating cash 1,442,814 1,206,111 1,313,285 1,307,387 1,379,904 1,307,827 1,586,388 1,366,133 1,398,033 1,426,930 1,453,899 For following year debt service 1,801,957 1,797,832 1,519,331 1,374,207 1,366,906 1,271,157 1,215,206 783,301 788,040 633,551 509,862 Projected Ending Cash 11,464,968 11,573,320 12,035,602 14,056,177 5,802,240 7,696,662 9,237,096 9,738,120 11,262,466 12,283,410 13,333,521 Note: Cash balances include cash and investments.Beginning Cash 12,350,594 11,464,968 11,573,320 12,035,602 14,056,177 5,802,240 7,696,662 9,237,096 9,738,120 11,262,466 12,283,410 Plus revenues 9,498,214 9,195,997 9,702,530 10,238,222 10,268,590 9,851,816 9,499,736 9,159,333 8,918,300 8,701,131 8,487,158 Plus bond proceeds‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Less capital assets acquisition (3,057,970) (1,056,467) (2,212,104) (1,058,180) (548,381) (715,968) (1,117,400) (772,996) (827,500) (978,745) (770,715) Less principal on debt (900,000) (965,000) (1,010,000) (1,055,000) (950,000) (980,000) (915,000) (895,000) (490,000) (505,000) (365,000) Less interest and fiscal charges (357,987) (313,388) (265,788) (215,962) (173,688) (138,687) (104,563) (69,662) (44,213) (30,912) (18,763) Less operating and other costs (5,156,855) (5,771,255) (4,824,444) (5,253,138) (5,229,547) (5,519,616) (5,231,309) (6,345,551) (5,464,532) (5,592,131) (5,707,719) Plus transfers in‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Less transfers out other (208,923) (241,972) (233,355) (239,930) (11,246,702) (253,677) (260,861) (268,261) (275,883) (283,733) (291,819) Less transfers out debt service (519,319) (523,569) (522,044) (248,369) (250,519) (248,219) (251,594) (250,544) (249,088) (252,128) (249,788) Net change in other assets (169) (43,775) (45,097) (45,547) (46,003) (46,463) (46,928) (47,397) (47,871) (48,350) (48,833) Net change in other liabilities (182,617) (172,220) (127,417) (101,522) (77,687) (54,764) (31,648) (8,898) 5,132 10,812 15,591 Total Change in Cash (885,626) 108,352 462,282 2,020,574 (8,253,936) 1,894,422 1,540,434 501,024 1,524,346 1,020,944 1,050,111 Projected Ending Cash 11,464,968 11,573,320 12,035,602 14,056,177 5,802,240 7,696,662 9,237,096 9,738,120 11,262,466 12,283,410 13,333,521 Must be zero‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Must be zero‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Page 151 of 186
Table 2Sanitary Sewer FundSummarySanitary Sewer Fund2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Revenues 9,107,174 8,706,533 9,015,044 9,335,163 9,671,699 10,020,292 10,477,944 10,956,777 11,458,002 11,979,767 12,525,377 Expenses 9,717,165 10,715,842 10,815,354 11,081,939 11,597,171 12,088,254 12,391,462 12,799,965 13,253,716 14,321,032 14,349,004 Revenue Over (Under) Expense(609,991) (2,009,310) (1,800,310) (1,746,775) (1,925,472) (2,067,961) (1,913,518) (1,843,188) (1,795,714) (2,341,265) (1,823,628) Projected Ending Cash by PurposeFor future capital and unassigned 5,226,624 5,043,306 5,067,338 5,237,548 5,157,151 4,875,511 4,759,012 4,172,136 4,030,657 3,817,409 3,948,937 For planned capital 130,217 207,104 263,943 113,381 195,968 307,400 277,996 817,832 283,745 75,715 75,000 For 3‐months of operating cash 2,086,306 2,109,130 2,173,382 2,299,814 2,419,642 2,491,754 2,590,320 2,696,769 2,959,891 2,964,420 3,144,484 For following year debt service 71,750 73,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Projected Ending Cash 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 7,168,420 Net PositionEnding unrestricted net position 6,930,589 6,843,039 6,908,603 7,048,562 7,164,399 7,060,059 7,006,415 7,059,455 6,640,580 6,217,333 6,521,647 As % of expense 71% 64% 64% 64% 62% 58% 57% 55% 50%43% 45%Target: 50% or higherNet Revenues as % of Debt Servicen/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/aTarget: 1.25XProjected Rate changes by yearn/a 3.00% 3.00% 3.00% 3.00% 4.00% 4.00% 4.00% 4.00% 4.00% 4.00%Page 152 of 186
Table 10Sanitary Sewer FundPro FormaLakevilleFinance PlanSanitary Sewer Fund2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Actual Actual Estimated Proj Proj Proj Proj Proj Proj Proj Proj Proj ProjRevenuesServices charges 8,213,601 8,635,691 8,043,908 8,635,692 8,944,613 9,264,374 9,600,179 9,948,162 10,406,304 10,885,375 11,386,303 11,910,129 12,457,823 Investment income and other earnings(48,435) (383,408) 30,000 37,574 37,165 37,523 38,254 38,864 38,373 38,137 38,434 36,371 34,288 Intergovernmental revenues1,280 183,005 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other revenues and special items103,335 (285) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfers in 52,279 31,700 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 Capital contributions7,952,106 6,301,966 1,000,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Revenues 16,274,166 14,768,669 9,107,174 8,706,533 9,015,044 9,335,163 9,671,699 10,020,292 10,477,944 10,956,777 11,458,002 11,979,767 12,525,377 ExpensesFixed ExpensesPersonnel services 767,975 820,093 844,676 946,335 974,725 1,003,967 1,034,086 1,065,108 1,097,062 1,129,973 1,163,873 1,198,789 1,234,753 Personal services / FTE changes‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major maintenance not capitalized 546,523 834,831 950,508 1,445,000 1,185,000 1,068,250 1,175,000 1,230,250 1,075,000 1,005,000 945,000 1,482,500 955,000 Transfers out General Fund 187,918 195,821 200,367 209,591 215,879 222,355 229,026 235,897 242,973 250,263 257,770 265,504 273,469 Transfer out Debt Service Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfer out Other Funds7,400 189,160 10,100 14,200 14,200 14,200 14,200 14,200 14,200 14,200 14,200 14,200 14,200 Interest and fiscal expense (6,326) 2,922 10,000 6,750 1,750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Depreciation 1,939,680 2,111,824 2,136,824 2,140,079 2,145,257 2,151,856 2,154,690 2,159,589 2,167,274 2,174,224 2,194,670 2,201,764 2,203,656 Subtotal Fixed Expenses3,443,170 4,154,651 4,152,475 4,761,955 4,536,811 4,460,627 4,607,002 4,705,044 4,596,509 4,573,660 4,575,513 5,162,756 4,681,078 Variable ExpensesCommodities 68,351 62,645 87,162 95,020 96,920 98,859 100,836 102,853 104,910 107,008 109,148 111,331 113,558 Other charges for services/disposal of assets 369,391 337,865 411,288 477,117 486,457 495,985 505,702 515,615 525,725 536,038 546,556 557,286 568,230 MCES disposal charge 4,426,993 4,884,557 5,066,240 5,381,750 5,695,166 6,026,468 6,383,631 6,764,742 7,164,318 7,583,260 8,022,498 8,489,659 8,986,140 Bond issuance cost‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Subtotal Variable Expenses4,864,735 5,285,067 5,564,690 5,953,887 6,278,544 6,621,312 6,990,169 7,383,209 7,794,953 8,226,305 8,678,203 9,158,276 9,667,927 Total Expenses 8,307,905 9,439,718 9,717,165 10,715,842 10,815,354 11,081,939 11,597,171 12,088,254 12,391,462 12,799,965 13,253,716 14,321,032 14,349,004 Beginning net position 58,030,650 65,996,911 71,325,862 70,715,871 68,706,561 66,906,251 65,159,476 63,234,004 61,166,042 59,252,524 57,409,336 55,613,622 53,272,357 Change in Net Position 7,966,261 5,328,951 (609,991) (2,009,310) (1,800,310) (1,746,775) (1,925,472) (2,067,961) (1,913,518) (1,843,188) (1,795,714) (2,341,265) (1,823,628) Ending net position 65,996,911 71,325,862 70,715,871 68,706,561 66,906,251 65,159,476 63,234,004 61,166,042 59,252,524 57,409,336 55,613,622 53,272,357 51,448,730 0.521370173Page 153 of 186
Table 11Sanitary Sewer FundProjected Ending Cash BalanceLakevilleEnding Cash BalanceSanitary Sewer Fund2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Estimate Proj Proj Proj Proj Proj Proj Proj Proj Proj ProjUse of CashOperations & Maintenance 7,359,874 8,345,222 8,436,519 8,693,528 9,199,255 9,678,568 9,967,014 10,361,279 10,787,075 11,839,564 11,857,679 Capital Acquisition‐ 130,217 207,104 263,943 113,381 195,968 307,400 277,996 817,832 283,745 75,715 Interfund Transfers 210,467 223,791 230,079 236,555 243,226 250,097 257,173 264,463 271,970 279,704 287,669 Debt Service 75,000 71,750 73,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Use of Cash7,645,341 8,770,980 8,947,201 9,194,026 9,555,861 10,124,632 10,531,588 10,903,737 11,876,878 12,403,014 12,221,063 Source of CashRevenues 8,073,908 8,673,267 8,981,778 9,301,897 9,638,433 9,987,026 10,444,678 10,923,511 11,424,736 11,946,501 12,492,111 Bond Proceeds‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interfund Transfer 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 Total Source of Cash8,107,174 8,706,533 9,015,044 9,335,163 9,671,699 10,020,292 10,477,944 10,956,777 11,458,002 11,979,767 12,525,377 Net Change in Other Assets and Liabilities 15,532 (17,410) 3,781 4,942 6,182 6,244 6,306 6,369 6,433 6,497 6,562 Change in Cash Balance 477,365 (81,857) 71,624 146,079 122,019 (98,096) (47,338) 59,409 (412,443) (416,749) 310,876 Beginning Cash Balance7,037,531 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 Projected Ending Cash 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 7,168,420 Ending Cash by PurposeUnassigned 5,226,624 5,043,306 5,067,338 5,237,548 5,157,151 4,875,511 4,759,012 4,172,136 4,030,657 3,817,409 3,948,937 For next year planned capital 130,217 207,104 263,943 113,381 195,968 307,400 277,996 817,832 283,745 75,715 75,000 For 3‐months of operating cash 2,086,306 2,109,130 2,173,382 2,299,814 2,419,642 2,491,754 2,590,320 2,696,769 2,959,891 2,964,420 3,144,484 For following year debt service 71,750 73,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Projected Ending Cash 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 7,168,420 Note: Cash balances include cash and investments.Beginning Cash 7,037,531 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 Plus revenues 8,073,908 8,673,267 8,981,778 9,301,897 9,638,433 9,987,026 10,444,678 10,923,511 11,424,736 11,946,501 12,492,111 Plus bond proceeds‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Less capital assets acquisition and COI‐ (130,217) (207,104) (263,943) (113,381) (195,968) (307,400) (277,996) (817,832) (283,745) (75,715) Less principal on debt (65,000) (65,000) (70,000) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Less interest and fiscal charges (10,000) (6,750) (3,500) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Less operating and other costs (7,359,874) (8,345,222) (8,436,519) (8,693,528) (9,199,255) (9,678,568) (9,967,014) (10,361,279) (10,787,075) (11,839,564) (11,857,679) Plus transfers in 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 33,266 Less transfers out other (210,467) (223,791) (230,079) (236,555) (243,226) (250,097) (257,173) (264,463) (271,970) (279,704) (287,669) Less transfer out debt service‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net change in other assets‐ (307) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net change in other liabilities 15,532 (17,103) 3,781 4,942 6,182 6,244 6,306 6,369 6,433 6,497 6,562 Total Change in Cash 477,365 (81,857) 71,624 146,079 122,019 (98,096) (47,338) 59,409 (412,443) (416,749) 310,876 Projected Ending Cash 7,514,896 7,433,039 7,504,663 7,650,742 7,772,761 7,674,665 7,627,327 7,686,736 7,274,294 6,857,544 7,168,420 Must be zero‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Must be zero‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Page 154 of 186
Street Light Summary Street Light FundRevised 9.29.232023 2024 2025 2026 2027 2028 2029 2030 2031 2032Ending Cash by PurposeUnassigned (target $100,000)59,423 194,805 83,362 118,864 31,045 73,037 183,798 313,866 387,417 300,487 For 3‐months of operating cash 257,080 267,292 275,311 283,570 292,077 300,840 309,865 319,161 328,736 338,598 For following year debt service47,708 50,208 50,000 50,000 ‐ ‐ ‐ ‐ ‐ ‐ Reserve for unscheduled capital replacement (Xcel) 590,700 633,660 798,340 891,420 1,127,700 1,270,900 1,321,020 1,335,340 1,403,360 1,643,220 For next year planned capital 75,000 ‐ 22,875 ‐ 8,750 ‐ ‐ ‐ ‐ ‐ Ending Cash by Purpose 1,029,911 1,145,965 1,229,888 1,343,855 1,459,573 1,644,776 1,814,683 1,968,367 2,119,512 2,282,305 Unrestricted Net AssetsUnrestricted Net Assets 945,456 1,106,510 1,235,433 1,399,400 1,565,118 1,750,321 1,920,228 2,073,914 2,225,061 2,387,856 Subsequent Year's Operating Expense* 1,028,321 1,069,169 1,101,244 1,134,281 1,168,310 1,203,359 1,239,460 1,276,643 1,314,943 1,354,391 Unrestricted Net Assets as % of Expense 92% 103% 112% 123% 134% 145% 155% 162% 169% 176%Revenues 1,189,959 1,194,563 1,223,674 1,265,419 1,308,749 1,353,513 1,373,266 1,393,146 1,427,790 1,477,737 Expenditures 1,148,955 1,028,321 1,092,044 1,101,244 1,143,031 1,168,310 1,203,359 1,239,460 1,276,643 1,314,943 Cash 1,029,911 1,145,965 1,229,888 1,343,855 1,459,573 1,644,776 1,814,683 1,968,367 2,119,512 2,282,305 Net Revenue for Debt Coverage 41,004 166,242 131,630 164,175 165,718 185,204 169,907 153,686 151,147 162,795 Total Street Light Fund Debt Service 50,188 47,708 50,208 50,000 ‐ ‐ ‐ ‐ ‐ Debt Service Coverage Ratio0.82 3.48 2.62 N/A 3.31 N/A N/A N/A N/A N/ARate increase 0% 0% 2% 3% 3% 3% 1% 1% 1% 1%Change in Net Position 33,512 161,054 128,922 163,967 165,718 185,204 169,907 153,686 151,147 162,795 TargetsMinimum Unassigned Cash Balance 100,000 Unrestricted Net Assets as % of Expense 50%Debt Service Coverage 1.25No New Debt After n/a*Excludes major maintenance estimatesPage 155 of 186
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 20332022 ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATEDACTUAL BUDGET BUDGET BUDGET BUDGET BUDGETBUDGET BUDGET BUDGET BUDGET BUDGET BUDGETPROPOSED QUARTERLY RATE: 10.12 10.12 10.12 10.12 10.32 10.63 10.95 11.28 11.39 11.50 11.62 11.74 RevenuesStreet light fees1,215,777 1,182,892 1,187,354 1,215,652 1,256,810 1,299,342 1,343,296 1,361,752 1,380,443 1,414,012 1,462,901 1,527,561 Penalties‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Service charge‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other164 7,067 7,209 8,022 8,609 9,407 10,217 11,513 12,703 13,779 14,837 15,976 Total Revenues1,215,941 1,189,959 1,194,563 1,223,674 1,265,419 1,308,749 1,353,513 1,373,266 1,393,146 1,427,790 1,477,737 1,543,537 ExpensesPersonnel services23,541 25,025 23,059 23,751 24,463 25,197 25,953 26,732 27,534 28,360 29,210 30,087 Commodities268 25 23 24 24 25 26 27 27 28 29 30 Contractual services943,739 975,409 999,813 1,039,806 1,071,000 1,103,130 1,136,224 1,170,310 1,205,420 1,241,582 1,278,830 1,317,195 Major maintenance projects195,864 143,011 ‐ 22,875 ‐ 8,750 ‐ ‐ ‐ ‐ ‐ ‐ Total Expenses1,163,412 1,143,470 1,022,895 1,086,455 1,095,487 1,137,102 1,162,203 1,197,069 1,232,981 1,269,970 1,308,069 1,347,311 Net Operating Income (loss)52,529 46,489 171,668 137,219 169,931 171,647 191,311 176,197 160,165 157,820 169,668 196,225 Other Receipts (Disbursements)Transfers from/(to) General Fund (5,917) (5,485) (5,426) (5,589) (5,756) (5,929) (6,107) (6,290) (6,479) (6,673) (6,873) (7,080) Transfers from/(to) Other fundsBond Proceeds/premium amortization‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service Payments‐Interest (69,481) (7,492) (5,188) (2,708) (208) ‐ ‐ ‐ ‐ ‐ ‐ ‐ Capital outlay acquisitions‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Other(75,398) (12,977) (10,614) (8,297) (5,964) (5,929) (6,107) (6,290) (6,479) (6,673) (6,873) (7,080) Net Increase (Decrease)(22,869) 33,512 161,054 128,922 163,967 165,718 185,204 169,907 153,686 151,147 162,795 189,146 Net Assets, January 1934,814 911,945 945,456 1,106,510 1,235,433 1,399,400 1,565,118 1,750,321 1,920,228 2,073,914 2,225,061 2,387,856 Net assets, December 31911,945 945,456 1,106,510 1,235,433 1,399,400 1,565,118 1,750,321 1,920,228 2,073,914 2,225,061 2,387,856 2,577,002 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ STREET LIGHT OPERATING FUNDStatement of Revenue, Expense and Changes in Net PositionG:\Budget\2024 Budget\Revenues - Utilities 2024\2024 Rates- Env Resources and Street Lights : Street Light Pro Forma9/29/2023Page 156 of 186
Environmental Resources Summary of Financial Targets‐ 10‐yr projectionsEnvironmental Resources FundRevised 9.22.232023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033Ending Cash by PurposeUnassigned (target $100,000) 1,678,367 1,417,387 1,298,348 1,190,231 1,086,890 995,311 909,305 833,976 759,025 661,337 607,972 For 3‐months of operating cash 772,505 548,766 561,725 575,002 588,606 602,544 616,826 633,511 648,507 663,875 679,623 For following year debt service‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ For next year planned capital 31,898 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 36,596 ‐ Ending Cash by Purpose 2,482,770 1,966,153 1,860,073 1,765,233 1,675,496 1,597,855 1,526,131 1,467,486 1,407,532 1,361,808 1,287,595 Unrestricted Net AssetsUnrestricted Net Assets 2,456,808 1,944,025 1,845,612 1,755,070 1,672,746 1,598,961 1,534,078 1,478,435 1,424,210 1,379,919 1,309,363 Subsequent Year's Operating Expense* 3,090,020 2,195,064 2,246,900 2,300,008 2,354,422 2,410,176 2,467,304 2,534,042 2,594,028 2,655,499 2,718,493 Unrestricted Net Assets as % of Expense 80% 89% 82% 76% 71% 66% 62% 58% 55% 52%48%Revenues (A)3,670,583 2,560,182 2,047,389 2,106,238 2,166,710 2,228,815 2,292,626 2,358,153 2,425,475 2,494,564 2,565,541 Expenditures (B)3,156,635 3,090,020 2,195,064 2,246,900 2,300,008 2,354,422 2,410,176 2,467,304 2,534,042 2,594,028 2,655,499 Cash 2,482,770 1,966,153 1,860,073 1,765,233 1,675,496 1,597,855 1,526,131 1,467,486 1,407,532 1,361,808 1,287,595 Net Revenue for Debt Coverage (A‐B)513,948 (529,838) (147,675) (140,662) (133,298) (125,607) (117,550) (109,151) (108,567) (99,464) (89,958) Total Env Resources Fund Debt Service‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Debt Service Coverage Ratio N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/ARate increase*‐17.3% 0.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%Change in Net Position 507,148 (519,438) (137,413) (130,542) (123,324) (115,785) (107,883) (99,643) (99,225) (90,292) (80,960) TargetsMinimum Unassigned Cash Balance 100,000 Unrestricted Net Assets as % of Expense 50%Debt Service Coverage 1.25No New Debt After 20XX n/a* 2023 decrease is due to moving Forestry activities to the General Fund, and implementing a corresponding rate decrease effective 1/1/2023Page 157 of 186
Statement of Revenue, Expense and Changes in Net Position10‐year Forecast2023 2024 2025 2026 2027 2028 2029 2030 2031 20322021 2022 ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATED ESTIMATEDACTUAL ACTUAL BUDGET BUDGET BUDGET BUDGETBUDGET BUDGET BUDGETBUDGET BUDGET BUDGETRevenuesEnvironmental Resources Fees 2,118,919 2,196,785 1,870,248 1,892,457 1,949,942 2,008,949 2,069,516 2,131,682 2,195,486 2,260,969 2,328,173 2,397,140 Other fees/misc‐ 159,823 32,523 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 23,000 Revenues from development contracts‐ MS4 ins‐ 35,147 26,993 19,251 19,616 19,988 20,368 20,755 21,150 21,553 21,965 22,386 Grants/donations484,994 215,900 1,728,216 609,346 45,000 45,000 45,000 45,000 45,000 45,000 45,000 45,000 Investment income(13,553) (141,938) 12,603 16,128 9,831 9,300 8,826 8,377 7,989 7,631 7,337 7,038 Total Revenues2,590,360 2,465,717 3,670,583 2,560,182 2,047,389 2,106,238 2,166,710 2,228,815 2,292,626 2,358,153 2,425,475 2,494,564 ExpensesPersonnel services548,316 664,320 520,373 556,277 572,965 590,154 607,859 626,095 644,878 664,224 684,151 704,675 Commodities12,431 45,933 41,642 57,100 58,242 59,407 60,595 61,807 63,043 64,304 65,590 66,902 Contractual services1,104,717 872,847 1,944,028 1,906,228 1,944,353 1,983,240 2,022,904 2,063,362 2,104,630 2,146,722 2,189,657 2,233,450 Contractual services‐ projection adjustment‐ ‐ ‐ (739,500) (754,290) (769,376) (784,763) (800,459) (816,468) (832,797) (849,453) Depreciation Expense33,192 37,352 33,695 38,552 39,000 40,000 41,000 42,000 43,000 44,000 45,000 46,000 Total Expenses1,698,656 1,620,452 2,539,738 2,558,157 1,875,060 1,918,511 1,962,982 2,008,501 2,055,092 2,102,782 2,151,600 2,201,574 Net Operating Income (loss)891,704 845,265 1,130,845 2,025 172,329 187,727 203,728 220,314 237,534 255,371 273,875 292,990 Other Receipts (Disbursements)Transfers (to) General Fund (202,946) (201,667) (543,395) (238,097) (245,240) (252,597) (260,175) (267,980) (276,020) (284,300) (292,829) (301,614) Transfers from General Fund (EAB) 200,000 200,000 ‐ Transfer to Building Fund‐ ‐ (220,000) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfer to Equipment Fund (31,000) (31,000) (40,500) (40,500) (40,500) (40,500) (40,500) (40,500) (40,500) (40,500) (48,700) (48,700) Transfer to Storm Sewer Trunk fundTransfer to CPF‐ Technology Fund (4,100) (4,500) (6,800) (4,600) (4,738) (4,880) (5,027) (5,177) (5,333) (5,493) (5,657) (5,827) Transfer to Sanitary Sewer Operating (52,279) (31,700) (33,002) (33,266) (34,264) (35,292) (36,351) (37,441) (38,564) (39,721) (40,913) (42,140) Transfer from Storm sewer trunk fundTransfer from Water Operating fund 3,000 ‐ ‐ 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Transfer from Liquor Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Disposal of assets‐ gain (loss)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Capital outlay acquisitions‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Other(87,325) (68,867) (623,697) (521,463) (309,742) (318,269) (327,052) (336,099) (345,417) (355,014) (373,100) (383,282) Net Increase (Decrease) in net assets 804,379 776,398 507,148 (519,438) (137,413) (130,542) (123,324) (115,785) (107,883) (99,643) (99,225) (90,292) Net position, January 11,722,913 2,527,292 2,527,292 3,034,440 2,515,003 2,377,590 2,247,048 2,123,724 2,007,939 1,900,056 1,800,413 1,701,188 Net position, December 312,527,292 3,303,690 3,034,440 2,515,003 2,377,590 2,247,048 2,123,724 2,007,939 1,900,056 1,800,413 1,701,188 1,610,897 ENVIRONMENTAL RESOURCES OPERATING FUNDG:\Budget\2024 Budget\Revenues - Utilities 2024\2024 Rates- Env Resources and Street Lights : Env Resources ProForma9/29/2023Page 158 of 186
Date: 10/23/2023
2024 Proposed Fee Schedule
Proposed Action
No formal action required.
Overview
Introduction
The purpose of this agenda item is to discuss the proposed changes to the City of Lakeville 2024
Fee Schedule.
Summary
Annually staff reviews the fee schedule as part of the budget process and makes
recommendations to the City Council for changes or additions as needed. The goal of fee
changes is to recover our best estimate of costs incurred by the City in providing services. The
Council is required to announce the time and place of the council meeting at which the 2024
official fee schedule would be discussed, and which would allow for stakeholder input. A public
hearing as required by State Statute 462.353 is being held on December 4, 2023. The
requirements to adopt a fee schedule set out in Minnesota Statute 462.353 subd. 4 will be met at
the December 4, 2023 Council meeting.
The public hearing will allow citizens and other interested parties to voice their opinions
regarding the fees and charges. The input received from the October 23rd work session and
public hearing on December 4th will be incorporated into the 2024 Official Fee Schedule.
Conclusion
The 2024 Official Fee Schedule will be incorporated into the City Code with an effective date of
January 1, 2024 unless noted otherwise. New fees, including fees that have historically been
charged but haven’t been reflected on the fee schedule, and proposed changes are indicated in
the table on the following pages alongside their present amount. Please see the description of the
changes below.
Attachment:
1. Proposed Fee Schedule Changes
Page 159 of 186
Explanations of Fee Changes
1. The residential, commercial, and industrial park dedication fees are proposed to increase
by 1.0% as of January 1, 2024, to coincide with the increase in estimated market value of
unplatted land.
2. Added fee for asbuilt updates. This fee is built into development contracts as a 0.5%
security, but will be billed to the developer based on actual consultant cost or hourly city
personnel cost.
3. Revised the staff hourly fees to reflect estimates for 2024 cost of living adjustments.
Consistent with prior years, the rates are calculated using 2.5 times payroll costs (to
account for benefit and other indirect costs).
4. Added Online Permit Application Fee, which is a $3/permit fee that will be charged by
BS&A once we implement their permit software later in 2024. This is separate from any
credit card fees that will apply when using a credit card to make payments.
5. Increased the special assessment fee for delinquent fees that are certified to property
taxes, to cover actual costs incurred by staff. This applies to special assessments for
delinquent city code violations, false alarm charges, diseased tree removals, and utility
bills. Added a separate fee to recover the $6 Dakota County Special Assessment
Maintenance cost that is billed to the City by the County for each special assessment.
6. Revised the licensing fee for the sale of tetrahydrocannabinol (THC) products. The State
implemented a cap of $150 for the licensing fee cities can charge.
7. Added separate park shelter fees for Antlers Park, where a new shelter is currently under
construction. Shelter A is substantially bigger than B and C, so the fee for shelter A is
higher. Added separate fees for the new Ed Mako Environmental Learning Center
(ELC).
8. Removed windows permit fees. The City does not issue permits for the same size
replacement, and if a different size is needed they receive a general building permit.
9. Added an annexation application fee, as requests have been increasing and no fee
currently exists. The fee is intended to recover the cost of staff time spent on such
requests.
10. Increase zoning permit fee from $30 to $50 to cover the costs of staff time spent by the
Planning & Zoning Specialist and Administrative Assistants in preparing the permit.
11. Revised the staff hourly fees to reflect estimates for 2024 cost of living adjustments.
Consistent with prior years, the rates are calculated using 2.5 times payroll costs (to
account for benefit and other indirect costs).
12. Adjusted the public safety vehicle fees for FEMA Emergency Incident Charges to match
the most recent FEMA schedule (fee only used for FEMA-designated emergencies).
13. Increased the Fire department contract services rate from $50/hour to $52/hour to
account for increases in payroll costs. Also increased vehicle charges for gas line
encroachment and extinguish illegal burning by 4%.
14. Increased the Public Safety Staff Services fees (Police Officers, Community Service
Officers, Fire Chief, Assistant Fire Chief, Fire District Chief and Fire inspection services
fees) for estimated 2024 cost of living adjustments, the goal being to ensure City costs
are recovered for when these services are billed.
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15. Revised the staff hourly fees to reflect estimates for 2024 cost of living adjustments.
Consistent with prior years, the rates are generally calculated using 2.5 times payroll
costs (to account for benefit and other indirect costs).
16. Adjusted various equipment use fees and equipment descriptions to match the most
recent FEMA schedule. Note that the Vactor and Sewer Camera Truck charges
previously included labor cost, but the rates decreased for 2024 because we adjusted to
the FEMA schedule rate that excludes labor to be consistent with the rest of the vehicle
fees.
17. Adjusted the fee for valve replacement from $41/valve to $43/valve to account for
changes in both staff and valve costs.
18. Removed the 5/8” water meter size distinction from the fee verbiage, as we would issue a
credit for any size water meter less than three years old that is exchanged for a larger
water meter.
19. Sewer rates are proposed to increase in order to cover infrastructure improvements to lift
stations in the 2024-2028 Capital Improvement Plan, as well as a 6.23% increase in the
MCES charges, which are not controllable by the City. The recommended increase is a
$.30 per quarter for the basic sewer charge and $.16 per thousand gallons of discharge.
For the average residence using 15,000 gallons, the increase in the quarterly bill will be
$2.72. More detail is provided in the October 23 Utility Budget/Rate memo.
20. Water rates are proposed to increase to cover infrastructure improvements as proposed
in the 2024-2027 Capital Improvement Plan, as well as cost increases for normal
operating expenses. The recommended increase is $0.30 per quarter for the basic water
charge and $0.04 per thousand gallons of consumption (tier 1), $0.04 per thousand
gallons of consumption (tier 2), $0.08 per thousand gallons of consumption (tier 3),
$0.15 per thousand gallons of consumption (tier 4), and $0.17 per thousand gallons of
consumption (irrigation sprinkler accounts). For the average residence using 15,000
gallons of water, the increase in the quarterly bill will be $2.25. More detail is provided
in the October 23 Utility Budget/Rate memo.
21. Increased the account set up fee for bulk water accounts. The fee has been $10 for a
number of years, but needs to be $25 to cover average costs of setting up the water card
and related account management (billing, tracking, etc). Also adjusted the usage charge
on bulk water accounts to increase by 3%, consistent with the
Residential/Commercial/Industrial/Institutional water usage rate increase.
22. Increased the fee for third and subsequent out of cycle meter reads, and the special meter
read for tenant/owner changes to be $67/visit, consistent with the utility service call fees
(during normal business hours).
23. Increased the water meter testing fees to ensure we are recovering costs incurred on
water meter testing.
24. The water service call fees are proposed to be increased from $65/visit to $67/visit for
calls during normal business hours and from $143/visit to $151/visit for service calls
after normal business hours. The purpose of these increases is to better reflect the actual
costs incurred by the City in performing the service calls. These fees are charged for
water disconnection, water reconnection, other service calls, and for meter reading of
customers who have opted out of the radio-read type meters (meter must be read
manually).
Page 161 of 186
25. Increased fees for mini manhole cover installation to ensure we are recovering costs
incurred in providing these services (increase due to increase in staff costs).
Supporting Information
1. 2023-10-23 2024 Fee Schedule changes- Attachment 1
Financial Impact: $0 Budgeted: No Source:
Envision Lakeville Community Values: Good Value for Public Services
Report Completed by: Julie Stahl, Finance Director
Page 162 of 186
ITEM/ACTIVITY 2023 Fee Proposed 2024 Fee
1
Residential (High-Density) $2,982 per dwelling unit $3,012 per dwelling unit
Residential (Medium-Density) $3,890 per dwelling unit $3,929 per dwelling unit
Residential (Low-Density) $5,717 per dwelling unit $5,774 per dwelling unit
Commercial $9,290 per acre $9,383 per acre
Industrial $5,504 per acre $5,559 per acre
2 Asbuilt update fee- Services performed by City's consultants will be based on consultant's hourly fee. n/a- new fee in 2024. Services performed by consultants
will be based on consultant's
hourly rate. Services performed by
City personnel will be hourly and
billed at 2.5 times staff hourly rate.
Asbuilt update fee- Services performed by City's consultants will be based on consultant's hourly fee. n/a- new fee in 2024. Services performed by consultants
will be based on consultant's
hourly rate. Services performed by
City personnel will be hourly and
billed at 2.5 times staff hourly rate.
3
City Engineer $185.00 $190.00
Assistant City Engineer $165.00 $170.00
Senior Project Engineer $155.00 $160.00
Project Engineer $138.00 $142.00
Civil Engineer $116.00 $120.00
Graduate Engineer $103.00 $107.00
GIS Manager $130.00 $134.00
GIS Analyst $103.00 $107.00
Environmental Resources Manager $138.00 $142.00
Environmental Resources Specialist $110.00 $113.00
Environmental Resources Technician $98.00 $101.00
City Forester $130.00 $134.00
Forester Technician $87.00 $90.00
Administrative Assistant $87.00 $90.00
Public Works Coordinator $165.00 $170.00
Construction Services Superintendent $155.00 $160.00
Senior Construction Representative $116.00 $120.00
Construction Representative $103.00 $107.00
4 Online Permit Application Fee (fee charged by software provider, to be effective when new system is
implemented during 2024)
n/a- added in 2024 $3.00/permit
5 City Code Violations - Special Assessment Fee $35.00/lot plus 18% interest per
year
$50.00/lot plus 18% interest per
year
Delinquent false alarm charges- Special Assessment Fee $35.00/property plus 18% interest
per year
$50.00/property plus 18% interest
per year
Diseased Tree Removal- Special Assessment Fee $35.00/property plus interest per
year per policy
$50.00/property plus interest per
year per policy
Dakota County Special Assessment Maintenance Fee n/a- added in 2024 $6.00/property
Annual certification administration charge $35.00 plus 18% interest per year $50.00 plus 18% interest per year
2024 PROPOSED FEE SCHEDULE CHANGES*
City of Lakeville
*This schedule only includes the proposed changes/additions to fees, and is not the full fee schedule.
Connection Charges and Development Fees
Park Dedication Fee
Engineering Charges
Engineering and Construction Services Staff Services
(Hourly fees are associated with staff time on City/County capital improvement projects, City and Developer-Installed Public Improvement Projects
and planning applications (preliminary and final plat engineering review excluded). Fees may be billed based on the titles below or any changes to
the position titles during the year.
General Government services
Other general government fees
Developer Installed Public Improvements
City Installed Public Improvements (non-development)
Other
OTHER UTILITY FEES
Page 163 of 186
6 THC Licenses $300.00 $150.00
ITEM/ACTIVITY 2023 Fee Proposed 2024 Fee
7
Resident n/a added separate fee in 2024 $100/hr, Mon-Thu
$125/hr, Fri-Sun
2 hour minimum
$200 refundable deposit
Non-Resident n/a added separate fee in 2024 $120/hr, Mon-Thu
$145/hr, Fri-Sun
2 hour minimum
$200 refundable deposit
Resident
Half Day $120.00
Full Day $150.00
Non-Resident
Half Day $140.00
Full Day $200.00
Resident
Half Day $90.00
Full Day $120.00
Non-Resident
Half Day $110.00
Full Day $170.00
Resident $25/hr, 2 hour minimum
$200 refundable deposit
Non-Resident $35/hr, 2 hour minimum
$200 refundable deposit
Lakeville Non-Profit (including Scout Troops)$15/hr, 2 hour minimum
$200 refundable deposit
8
Residential $50.00 $50.00
Commercial $150.00 $150.00
9 Annexation Application Fee N/A- new fee in 2024 $500 plus $2,000 escrow
10 All zoning permits $30.00 $50.00
11
Planning & Zoning Specialist $98.00 $101.00
Associate Planner $130.00 $134.00
Planning Director $208.00 $214.00
12
Aerial Truck $178.00/hr $220.00/hr
Engine Company & Rescue Squad $142.00/hr $173.00/hr
Tanker Truck $120.00/hr $128.00/hr
Grass rigs $126.50/hr.$157.00/hr.
Officer, Vehicle & Utility Truck $20.00/hr.$98.00/hr.
13
Gas line encroachment (vehicle charge only; staff costs to be separately added) $140.00/hr $146.00/hr
Extinguish illegal burning (includes recreational fire)- vehicle charge only; staff costs to be separately added $140.00/hr $146.00/hr
Fire department contract services $50.00/hr/person $52.00/hr/person
Public Safety
FEMA Emergency Incident Charges (1 hour minimum, excludes personnel cost)
Response fees/fire
Licenses
Other license fees
Parks & Recreation- Shelter/Buildings
Outdoor Park Shelter Rental Fees
*Rates include tax
Permits
*Stated permit fees do not include the surcharge imposed on such permits by the State of Minnesota.
Windows – Comprehensive or Egress (Adopted by Ordinance)
n/a added separate fee in 2024
n/a added separate fee in 2024
Ed Mako ELC Rental Fees
n/a added separate fee in 2024
Antlers Park Pavilion Rental Fees
Antlers Park Shelter A Rental Fees
n/a added separate fee in 2024
n/a added separate fee in 2024
Antlers Park Shelters B & C Rental Fees
Planning and Zoning Staff Services (hourly fees)
Planning & Zoning
Other planning and zoning fees
• The escrow fee included with certain items below is for purposes of legal notices, planning, engineering and legal services provided by staff and/or consultants.
Zoning Permit (Adopted by Ordinance)
Page 3 of 28 Effective January 1, 2024
Page 164 of 186
14
Police Officers $110.00/hr.$113.00/hr.
Community Service Officers $54.00/hr.$56.00/hr.
Fire Chief $207.00/hr $213.00/hr
Assistant Fire Chief $164.00/hr $169.00/hr
Fire District Chief $50.00/hr.$52.00/hr.
Fire inspection services (provided to other cities)
Regular time
Overtime
$93.00/hour
$116.00/hour
$112.00/hour
$139.00/hour
15
Service Tech $92.00 $95.00
Maintenance II $92.00 $95.00
Lead Maintenance $103.00 $107.00
Lead Service Tech $103.00 $107.00
Fleet, Streets, Parks Supervisor $130.00 $134.00
Superintendent $155.00 $160.00
Administration $87.00 $90.00
Maintenance II $92.00 $95.00
Lead Maintenance $103.00 $107.00
Supervisor $130.00 $134.00
Superintendent $165.00 $170.00
Administration $87.00 $90.00
16
Loader 950 $78.00 $94.00
Loader 938 $46.00 $75.00
Loader 908 $40.00 $50.00
Motor Grader $100.00 $160.00
Dump Truck Tandem $61.00 $75.00
Dump Truck Tandem w/Plow Equipment $77.00 $100.00
Dump Truck Single Axle $48.00 $55.00
Dump Truck Single Axle w/Plow Equipment $67.00 $80.00
Pick-Up $25.00 $35.00
Pick-Up w/Snow Plow $35.00 $45.00
Truck w/ Bucket $35.00 $95.00
Asphalt Roller $47.00 $64.00
Skid Steer with attachments $37.00 $78.00
Trailers $10.00 $20.00
Street Sweeper $85.00 $184.00
Tree Chipper $51.00 $68.00
Tractor Backhoe $30.00 $91.00
Mini Excavator $24.00 $50.00
Hydro-Vactor (includes vactor operator and helper, minimum of 3 hours) $250.00 $110.00
Sewer Camera Truck (includes operator)$200.00 $105.00
17 Valve replacement (fee includes cost of the valve and staff time to replace the valve; typically completed only
as needed at the time of water meter replacement)
$41.00 per valve replacement $43.00 per valve replacement
18 Water meter credits A credit (equal to the original
price paid) will be issued for a 5/8”
water meter less than three (3)
years old that is exchanged for a
larger water meter.
A credit (equal to the original
price paid) will be issued for a 5/8”
water meter less than three (3)
years old that is exchanged for a
larger water meter.
Other public safety charges
Streets and Parks staff services (per hour) (Hourly fees are typically charged in cases where FEMA is involved, or if City staff assists another
Utilities staff services (per hour) (Hourly fees are typically charged in cases where FEMA is involved, if City staff assists another community/agency
Equipment Use Fees (per hour) (Hourly fees are typically charged in cases where FEMA is involved, or if City staff assists another
Public Works
Other public works fees
Page 4 of 28 Effective January 1, 2024
Page 165 of 186
19
Base Charge- per dwelling unit, per quarter $10.58 $10.90
Usage Charge
• Based on actual consumption during the first quarter of the year, or actual water consumption during the billing period,
whichever is less
• When an account is newly established, the maximum sewer usage charge shall be set at 18,000 gallons. Sewer for the
remainder of the year will be set at this figure or actual usage, whichever is less.
• Residential customers shall be billed for a minimum of 5,000 gallons per quarter.
• For apartments and manufactured homes served by a single meter, the usage charge is determined by dividing the total
gallons of water by the # of units.
$5.24/1000 Gal $5.40/1000 Gal
Flat rate- per dwelling unit, per quarter shall be charged to those residential customers who do not have
metered water.
$104.90 $108.10
Base Charge- per account, per quarter $10.58 $10.90
Usage Charge
• Based on actual consumption during the first quarter of the year, or actual water consumption during the billing period,
whichever is less
• When an account is newly established, the maximum sewer usage charge shall be set at 18,000 gallons. Sewer for the
remainder of the year will be set at this figure or actual usage, whichever is less.
• Industrial, Institutional, and Commercial customers shall be billed for a minimum of 5,000 gallons per quarter.
$5.24/1000 Gal $5.40/1000 Gal
20
Base Charge- per dwelling unit, per quarter $10.00 $10.30
Usage Charge
• Based on actual metered gallons consumed each quarter
Tier 1- up to 6,000 gallons per quarter 1.30/1000 Gal 1.34/1000 Gal
Tier 2- over 6,000 gallons up to 15,000 gallons per quarter (additional 9,000 gallons max) 1.45/1000 Gal 1.49/1000 Gal
Tier 3- over 15,000 gallons up to 30,000 gallons per quarter (additional 15,000 gallons max) 2.80/1000 Gal 2.88/1000 Gal
Tier 4- over 30,000 gallons per quarter 4.90/1000 Gal 5.05/1000 Gal
Irrigation sprinkler meters 5.81/1000 Gal 5.98/1000 Gal
Base Charge- per account, per quarter $10.00 $10.30
Usage Charge
• Based on actual metered gallons consumed each quarter
Tier 1- up to 6,000 gallons per quarter 1.30/1000 Gal 1.34/1000 Gal
Tier 2- over 6,000 gallons up to 15,000 gallons per quarter (additional 9,000 gallons max) 1.45/1000 Gal 1.49/1000 Gal
Tier 3- over 15,000 gallons up to 30,000 gallons per quarter (additional 15,000 gallons max) 2.80/1000 Gal 2.88/1000 Gal
Tier 4- over 30,000 gallons per quarter 4.90/1000 Gal 5.05/1000 Gal
Irrigation sprinkler meters 5.81/1000 Gal 5.98/1000 Gal
21 Account fee set up charge $10.00/account $25.00/account
Usage Charge
o Based on actual metered gallons consumed each quarter
$6.00/1000 Gal $6.18/1000 Gal
22 Out of Cycle Meter Read (during normal business hours only)
First and second out of cycle meter read no charge no charge
Third and subsequent out of cycle meter reads $65.00/visit $67.00/visit
Special meter read for tenant/owner changes $65.00/visit $67.00/visit
23
5/8" to 1"$64.00 $68.00
1 1/4" to 2"$85.00 $87.00
24
During normal business hours $65.00/visit $67.00/visit
After normal business hours $143.00/visit $151.00/visit
25 Mini Manhole Cover plus installation
*Includes cost of mini manhole plus an additional 15% for staff administrative processing time, and staff time to
install (including staff use of City patch truck).
Actual cost of mini manhole cover
+ 15%; plus $264 for installation
Actual cost of mini manhole cover
+ 15%; plus $271 for installation
Other
SEWER USAGE RATES- Quarterly Charges
Residential, Apartments and Manufactured Homes
ff
Commercial, Industrial and Institutional
WATER USAGE RATES- Quarterly Charges
Residential, Apartments and Manufactured Homes
Commercial, Industrial and Institutional
Bulk Water Accounts
OTHER UTILITY FEES
Water Disconnection, Reconnection or other Service Call
Testing of Water Meters (only if meter tests correct, in accordance with Ordinance 7-5-4-6)
Page 5 of 28 Effective January 1, 2024
Page 166 of 186
Date: 10/23/2023
2023 3rd Quarter Financial Report
Proposed Action
No formal action required.
Overview
The attached financial report and analysis offers readers a narrative overview of the financial
activities of the City for the quarter ended September 30, 2023.
Supporting Information
1. 2023 3rd Quarter Financial Report
Financial Impact: $0.00 Budgeted: No Source:
Envision Lakeville Community Values: Good Value for Public Service
Report Completed by: Julie Werner, Senior Financial Analyst
Page 167 of 186
i
FINANCIAL HIGHLIGHTS:
The following financial report and analysis offers readers a narrative overview of the financial activities
of the City for the nine-month period ended September 30, 2023. This report includes the General Fund,
Communications Fund, Liquor Fund and Utility Operating Funds. The readers are encouraged to
consider the information presented here in conjunction with the unaudited financial statements attached
to this report, the adopted budget, and the five-year Capital Improvement Plan.
General Fund - Revenues
Property tax revenues.
Tax payments from Dakota County are received in two installments in June and December.
The General fund property tax revenues are anticipated to be $26.9 million for 2023.
Licenses and Permits – at 98% of budget.
Building permit revenues are above budget estimates through the third quarter. The
following chart shows how the number of permits issued in the third quarter compares to
the same period in 2022 and the 2023 adopted budget:
YTD 3rd 2023 YTD 3rd
Quarter Adopted Quarter
Permit Type 2022 Budget 2023
Single Family 292 350 243
Townhome 203 120 109
Apartments (Units) 12 (143 units) 1 (200 units) 9 (246 units)
Commercial 9 4 8
Industrial 0 2 2
Year-to-date permits issued through October 17, 2023 are as follows:
Single Family – 256
Townhome – 117
Apartments - 9 (246 units)
Commercial - 8
Industrial – 2
Page 168 of 186
ii
Historical Building Permits
As shown in the chart below building permits for single family had record breaking years in
2019, 2020 and 2021 and now trending to a steady growth as seen in years past. The mix of
permit types is changing to include a mix of townhomes and apartment complexes.
Intergovernmental – at 99% of budget.
Police state aid revenues of $642,00 exceeds budget estimates by $62,000. Fire state aid
revenue of $578,000 exceeds budget estimates by $58,000.
Other grant revenues through the third quarter amounted to $240,000. These grants include
police post board grant, firefighter safety training grants, police vest reimbursements, Arts
Center grant, DARTS and senior chores funding.
Charges for Services – at 71% of budget.
General government services are lower than budget and less than the previous year.
$137,000 has been received for fiscal agent fees from Dakota 911 and Lakeville Arenas
which is up $15,000 over the previous year. A new contract negotiated with Dakota 911
was effective in 2022.
Page 169 of 186
iii
FINANCIAL HIGHLIGHTS (continued):
Public Safety revenues are lower than the budget. Security services are down slightly
compared to the same time in 2022. SRO contributions are up from 2022 due to changes in
staffing of the SRO Officers. A new fire contract with Eureka Township was executed in
2021 for 2022-2024. The agreement results in a 2023 fee of $49,350 and was billed out in
June of the current year.
Public Works revenues are based on summer construction projects. Revenues are below
the annual estimates. Due to staffing vacancies this has required the City to contract out for
engineering services for some of these projects. Engineering developer contract
administration is recognized as revenue when collected with the development contract. In
the first three quarters of 2023 $274,000 has been received which is $577,000 less than the
same period in 2022.
Parks and Recreation revenues are up $100,000 from the prior year and under budget
estimates.
Court Fines – at 75% of budget.
• Revenues from court fines ($124,000) represent 52 percent of the budget estimates and are
up $9,000 from the same period in 2022. Court fine revenues and the membership fees paid
to the Dakota 911 are both impacted by the number of CAD calls. COVID-19 impacted court
fines in past years but are showing moderate increases compared to prior revenues during
COVID-19.
Page 170 of 186
iv
FINANCIAL HIGHLIGHTS (continued):
General Fund - Expenditures
Personnel. Expenditures for the third quarter for personnel are at 75 percent of the 2023 budget.
Numerous employee vacancies and transitions have resulted in lower cost than expected. The
actual annual premium for workers compensation insurance is about $300,000 higher than the
2023 budget ($75,000/quarter). The increase is primarily due to the unfavorable change in the
experience modification factor.
Motor Fuels. Motor fuels through September 30 are at 96 percent of the 2023 Budget. Fuel
expense is $80,000 higher than the same period in 2022 as fuel costs continue to rise. The City
does have a contract for fuel prices in place to mitigate some of the price increases.
Street Chemicals. 2023 salt purchases are $20,000 higher than the same period in 2022 and are
at 95 percent of the annual budget. Purchases at the end of the 2022-2023 winter season will be
stored at the central maintenance facility and will be utilized in the late fall if needed. City staff
complete a mid-year inventory calculation.
Utilities. Electric costs are $30,000 higher than for the same period in 2022. Natural gas costs
are $33,000 lower than the same period in 2022. Combined electric and natural gas costs are at
70 percent of budget.
Mayor and Council. Expenditures are consistent with the same period in 2022.
Committees/Commissions. Expenditure are higher than the same period in 2022. A majority
of the expenditures relate to annual festival Pan-O-Prog that occurs in the third quarter. A
budget amendment will be brought forward as there were additional costs offset by an increased
contribution from the Pan-O-Prog board.
City Administration. Expenditures are higher than prior year due to an increase in professional
fees related to training. Overall salaries are higher than the prior year due to staff transitioning
through the step program.
City Clerk. Expenditures are down compared to the prior year due to the election in the prior
year. The County had billed for election equipment costs in the first quarter of 2022.
Legal. Legal fees are at 51 percent of the budget. Expenditures are lower than the same period in
2022.
Planning. Salaries are within budget estimates.
Page 171 of 186
v
FINANCIAL HIGHLIGHTS (continued):
General Fund - Expenditures (continued)
Inspections. Third quarter salaries are within budget and higher than the previous year due to
filling a vacant Building Inspector position during the first quarter 2023 and the retirement of
the Building Official. Contractual electrical inspections are down $52,000 over the prior year
which correlates to the decrease in electrical permit revenues.
General Government Facilities. Salaries are up over the same period in 2022 resulting from
employee transitions and vacancies in 2022. Commodities and other charges and services are
under the prior year and budget but are expected to be within the final 2023 budget estimates.
Finance Department. Personnel costs higher than budget and higher than the same period in
2022 due staff transitioning through the step process and additional temporary resources for the
ERP. Commodities are over the prior year and budget due to equipment for temporary staff to
assist with the ERP. Other charges and services are lower than 2022 due to ERP consultant fees
paid to Berry Dunn for their services during the demo phase of the ERP process in 2022.
Information Technology. Timing of annual maintenance agreements can impact the expense
comparison each year. However, this department is lower than budget estimates due to
vacancies due to internal promotions within the department and back filling.
Human Resources. Personnel costs are below budget and higher than the same period in 2022
due to hiring a new Human Resources Technician in December 2022. Professional fees are up
over the prior year due to ERP-related transition costs for upgrading NEOGOV and beginning
the setup of the UKG time and attendance software. Professional fees are also higher in 2023
due to contract negotiation renewal discussions.
Police. Personnel services are below budget due to employee vacancies during the third quarter.
Dakota 911 membership fees for the third quarter decreased $24,000 from the same period in
2022. In 2022, membership fees were reduced in the second half of the year due to the County
taking on more financial responsibility for fixed costs and fund balance refunds from 2020 and
2021.
Fire. Personnel services are in line with budget. Firefighter pay is contingent on the number of
fire calls during the year. Fire state aid revenue which is paid to the Lakeville Fire Relief
Association exceeds budgeted estimates by $58,000. Commodities are exceeding prior year due
to acquisition of wireless headsets (14) in first quarter to ensure delivery in 2023 and is expected
to remain within budget.
Page 172 of 186
vi
FINANCIAL HIGHLIGHTS (continued):
Engineering/GIS. Personnel services are below budget estimates due to employee vacancies.
Overall, the volume of projects between years fluctuates and also correlates with the decrease in
related revenue.
Forestry. Previously this division was included in the Enterprise Fund Environmental Resources
and has since transitioned to the General Fund as a separate division. Personnel services are
below budget estimates due to employee transition from a vacancy at the end of 2022. The
forester position was replaced at the lower rate.
Construction Services. Personnel services are below budget due to employee vacancies. Overall
budget is within 75 percent benchmark.
Streets. Personnel services are above budget estimates due to increases in overtime cost related
to snow events. Commodities are up over the prior year due to additional chemicals purchased
at the end of the 2022/2023 winter season which will be stored for use in the fall if needed. City
staff complete a mid-year inventory calculation without significant variances noted.
Parks. Personnel services are below budget in the third quarter due to not hiring seasonal
positions until late spring.
Recreation, Heritage Center and Arts Center. Expenses are below budget in the third quarter
but are exceeding the prior year. Arts Center expenses are exceeding the prior year due to added
costs associated with the Art Board Grant awarded in 2023 and employee transitions in the first
quarter a budget amendment will be made to account for this grant. The Shuttered Venue grant
period expired in the second quarter of 2022.
Communications Fund
Revenues from Franchise fees are received on a quarterly basis. They are typically received by
the end of the month following the quarter. Revenues continue to be lower than historical and
have trended down $24,000 from the prior year.
Expenditures are under budget estimates but are up $42,000 over the same period in 2022.
Liquor Fund
Sales through the third quarter amounted to $16.6 million which is a 4.8 percent increase over
the same period in 2022. The opening of the Keokuk store contributed to the overall increase.
Gross profit remains steady at 27.5 percent in 2023 as compared to 27.0 percent in 2022.
Page 173 of 186
vii
FINANCIAL HIGHLIGHTS (continued):
Total expenditures are slightly higher than budget appropriations and are up $233,000 over the
same period in 2022 due to the addition of Keokuk.
2023 Transfers include a $500,000 transfer to the Equipment Fund; $400,000 to the Debt Service
Fund for the police station bonds (final maturity - February 2032); $30,000 for the 2023
fireworks; $238,000 in operating transfers; $45,000 to the Technology Fund; and $348,900 to the
debt service fund related to the Keokuk bonds.
Capital outlay consists of a tenant improvement at Heritage, rooftop unit replacements at
Galaxie, cooler racking and reach in cooler at Kenrick and exterior sign for the Emporium Room
at Keokuk liquor store.
Water Fund
Water revenues through the first three quarters for the year are higher than the same period in
2022 and are exceeding budgeted revenues. There was an increase in customer base and an
increase of 205,000 gallons billed compared to the same period in 2022. A new water rate
structure went into effect February 1, 2023. The new rate structure promotes water conservation
and created an equitable structure in which lower volume users end up paying less.
Expenditures are higher than budget estimates due to the increase in water volume processed by
the treatment plant.
The following projects are planned as part of the 2023 major maintenance budget. The gross
project amounts are shown below:
Water meter replacement residential & commercial - $140,000
Watermain replacements - $1,072,500
Water tower engineering services - $10,000
Water tower cleaning, inspection, repairs $1,175,000
Well and pump rehabilitations - $300,000
Chlorine scrubber - $300,000
Page 174 of 186
viii
FINANCIAL HIGHLIGHTS (continued):
Sewer Fund
Sewer revenues are exceeding budget expectations and are up over the same period in 2022.
Similar to water revenues, sewer revenues increased as a result of the increased customer base.
Disposal charges paid to Metropolitan Council of Environmental Services increased 4.0 percent
over the 2022 rates and are projected to be $5.1 million for 2023.
Expenditures are below budget estimates.
The following projects are planned as part of the 2023 major maintenance budget. The gross
project amounts are shown below:
Sewer line improvements - $375,000
I/I mitigation repairs -$525,000
Lift station rehabilitation - $45,000
Street Lighting Fund
Revenues are exceeding budget and are up over the same period in 2022 due to increase in
customer base.
Streetlight rates did not increase for 2023.
The 2023 major maintenance projects are budgeted as follows:
CP 24-04 185th St/Future CSAH 60 (Kenwood Trail – Ipava Ave) Street reconstruction -
$75,000
2023 electrical costs are slightly under budget estimates and are exceeding prior year by
approximately 4.0 percent due to added streetlights in new developments and rate increases.
Environmental Resources Fund
Revenues are higher than budget estimates and are lower than the same period in 2022 due to a
rate change to reflect the forestry program transition to the General Fund as a property tax
program.
Page 175 of 186
ix
FINANCIAL HIGHLIGHTS (continued):
Environmental Resources Fund (continued)
Intergovernmental grant revenues are budgeted at $1,341,000 for a number of restorations
budgeted as follows:
o CP 20-62 North Creek (Highview-Cedar) (BWSR) – state funding $356,250
o CP 20-63 Orchard Lake - state funding $106,000
o CP 21-58 East Lake carp – state funding $380,000
o CP 22-55 East Lake habitat restoration - $90,000
o CP 22-60 Middle Creek at Highview Ave (West Phase Caslano) – state funding $360,000
o Aquatic invasive species annual project - $35,000
o Irrigation audits of homeowner associations – Metropolitan Council Water Efficient
Grant - $14,000
The request for funding will be made once the final contract payments are made which are
typically in the fourth quarter.
The 2022 actuals include the Forestry division which was transferred to the General Fund
operations as part of the 2023 budget process.
Personnel expenditures are below budget due to employee vacancies during the first half of the
year. Commodities are up in 2023 due to bringing back the clean-up day event which was scaled
back during COVID-19. Contractual expenditures are tracking below budget estimates and are
typical for the third quarter. Various projects are still currently in progress or have not been
started resulting in lower expenses compared to the budget.
Page 176 of 186
Unaudited
2023 2023 Variance from
Adopted Amended 9/30/2023 Amended Budget Actual 9/30/2022
Budget Budget Actual Positive (Negative)Percent Actual
Revenues
General property taxes 26,954,875$ 26,954,875$ 14,668,238$ (12,286,637)$ 54.4% 13,639,164$ 1,029,074$ 107.5%
Licenses and permits 2,943,346 2,943,346 2,886,511 (56,835) 98.1% 3,336,679 (450,168) 86.5%
Intergovernmental 1,512,699 1,512,699 1,460,398 (52,301) 96.5% 1,370,156 90,242 106.6%
Charges for services 3,392,946 3,392,946 2,405,113 (987,833) 70.9% 2,988,603 (583,490) 80.5%
Court fines 240,000 240,000 179,139 (60,861) 74.6% 169,099 10,040 105.9%
Investment income 281,000 281,000 124,481 (156,519) 44.3% 114,015 10,466 109.2%
Miscellaneous 46,257 46,257 102,254 55,997 221.1%89,220 13,034 114.6%
Total revenues 35,371,123 35,371,123 21,826,134 (13,544,989) 61.7%21,706,936 119,198 100.5%
Expenditures
Mayor and Council 138,778 138,778 79,382 59,396 57.2% 80,201 819 99.0%
Committees and Commissions 127,877 127,877 139,180 (11,303) 108.8% 117,729 (21,451) 118.2%
City Administration 629,559 629,559 509,917 119,642 81.0% 405,504 (104,413) 125.7%
City Clerk 183,931 183,931 124,461 59,470 67.7% 210,269 85,808 59.2%
Legal Counsel 97,350 97,350 49,335 48,015 50.7% 61,292 11,957 80.5%
Planning 662,843 662,843 470,321 192,522 71.0% 496,360 26,039 94.8%
Community and Econ. Development 519,673 519,673 400,306 119,367 77.0%386,366 (13,940) 103.6%
Inspections 1,936,637 1,936,637 1,434,002 502,635 74.0% 1,333,622 (100,380) 107.5%
General Government Facilities 684,889 684,889 515,976 168,913 75.3% 492,979 (22,997) 104.7%
Finance 1,134,847 1,134,847 933,961 200,886 82.3% 807,508 (126,453) 115.7%
Information Systems 1,072,579 1,072,579 743,357 329,222 69.3% 779,476 36,119 95.4%
Human Resources 887,396 887,396 653,274 234,122 73.6% 481,523 (171,751) 135.7%
Insurance 250,000 250,000 187,500 62,500 75.0% 213,750 26,250 87.7%
Police 14,311,128 14,311,128 10,480,358 3,830,770 73.2%9,585,225 (895,133) 109.3%
Fire 2,666,423 2,666,423 2,223,412 443,011 83.4% 1,906,744 (316,668) 116.6%
Engineering 1,120,397 1,120,397 738,795 381,602 65.9% 696,042 (42,753) 106.1%
Forestry 566,047 566,047 389,439 347,233 68.8%‐(389,439) 0.0%
Construction Services 621,899 621,899 463,801 158,098 74.6% 336,010 (127,791) 138.0%
Streets 4,064,622 4,064,622 3,150,529 914,094 77.5% 2,924,660 (225,869) 107.7%
Parks 3,470,194 3,470,194 2,559,966 910,228 73.8% 2,299,525 (260,441) 111.3%
Recreation 847,937 847,937 690,539 157,398 81.4% 704,577 14,038 98.0%
Heritage Center 140,673 140,673 100,393 40,280 71.4% 96,387 (4,006) 104.2%
Arts Center 763,663 763,663 753,867 9,796 98.7% 543,109 (210,758) 138.8%
Other ‐ ‐‐ ‐ 0.0%‐‐ 0.0%
Total expenditures 36,899,342 36,899,342 27,792,070 9,277,897 75.3%24,958,858 (2,833,212) 111.4%
Excess (deficiency) of revenues
over expenditures (1,528,219) (1,528,219) (5,965,936) (4,437,717) (3,251,922) (2,714,014)
Other financing sources (uses)
Transfer from other funds 1,171,099 1,171,099 930,965 (240,134) 79.5% 499,610 431,355 186.3%
Transfer to other funds (2,353,880) (2,353,880) (2,353,880) ‐ 100.0%(2,301,000) (52,880) 102.3%
Total other financing sources (uses) (1,182,781) (1,182,781) (1,422,915) (240,134) (1,801,390) 378,475 79.0%
Net change in fund balance (2,711,000) (2,711,000) (7,388,851) (4,677,851) (5,053,312) (2,335,539)
Beginning fund balance 21,881,813 21,881,813 22,007,407 125,594 23,985,822 (1,978,415)
Ending fund balance 19,170,813$ 19,170,813$ 14,618,556$ (4,552,257)$ 18,932,510$ (4,313,954)$
Adj fund balance, Dec 31 (net of restricted )18,499,362$ 18,422,582$ 14,482,858$ 18,261,060$
Net change in fund balance percentage (12.4%)(12.4%)(33.6%)(21.1%)
Ratio: Fund balance to CY expenditures 50.1%49.9%
Ratio: Fund balance to NY expenditures 48.7%47.8%
Expense Summary:
Personnel services 27,599,427 27,599,427 20,784,529 6,871,015 75.3%18,767,472 (2,017,057) 110.7%
Commodities 2,211,459 2,211,459 1,838,074 374,830 83.1%1,460,708 (377,366) 125.8%
Other charges and services 6,990,456 6,990,456 5,039,727 2,063,792 72.1%4,672,077 (367,650) 107.9%
Capital outlay 98,000 98,000 129,740 (31,740) 132.4%58,601 (71,139) 221.4%
36,899,342 36,899,342 27,792,070 9,277,897 75.3%24,958,858 (2,833,212) 111.4%
‐ ‐‐ ‐‐‐
Variance from
2022 Actual
Positive (Negative)
General Fund
Summary Statement of Revenues, Expenditures and Changes in Fund Balances
For the Nine Month Period Ended September 30, 2023
Comparative
1
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Unaudited
General Fund
Schedule of Expenditures
2023 2023 Variance from
Adopted Amended 9/30/2023 Adopted Budget Actual 9/30/2022
Expenditures Budget Budget Actual Positive (Negative)Percent Actual
Mayor and Council
Personnel services 62,561$ 62,561$ 43,981$ 18,580$70% 45,005$ 1,024$ 97.7%
Commodities 50 50 140 (90) 280%23 (117) 608.7%
Other charges and services 76,167 76,167 35,261 40,906 46%35,173 (88) 100.3%
Total 138,778 138,778 79,382 59,396 57%80,201 819 99.0%
Committees/Commissions
Personnel services 77,677 77,677 79,316 (1,639)102% 73,258 (6,058) 108.3%
Commodities 2,500 2,500 94 2,406 4%1,842 1,748 5.1%
Other charges and services 47,700 47,700 59,770 (12,070) 125%42,629 (17,141) 140.2%
Total 127,877 127,877 139,180 (11,303) 109%117,729 (21,451) 118.2%
City Administration
Personnel services 525,250 525,250 414,137 111,113 79% 346,166 (67,971) 119.6%
Commodities 4,500 4,500 1,037 3,463 23%3,267 2,230 31.7%
Other charges and services 99,809 99,809 93,214 6,595 93%56,071 (37,143) 166.2%
Capital outlay ‐ ‐ 1,529 (1,529) 0%‐ (1,529) 0.0%
Total 629,559 629,559 509,917 119,642 81%405,504 (104,413) 125.7%
City Clerk
Personnel services 143,506 143,506 107,917 35,589 75% 157,062 49,145 68.7%
Commodities 300 300 23 277 8%543 520 4.2%
Other charges and services 40,125 40,125 16,521 23,604 41%52,664 36,143 31.4%
Total 183,931 183,931 124,461 59,470 68%210,269 85,808 59.2%
Legal Counsel
Other charges and services 97,350 97,350 49,335 48,015 51%61,292 11,957 80.5%
Planning
Personnel services 620,722 620,722 462,892 157,830 75% 489,945 27,053 94.5%
Commodities 1,901 1,901 1,273 628 67%1,246 (27) 102.2%
Other charges and services 40,220 40,220 6,156 34,064 15%5,169 (987) 119.1%
Total 662,843 662,843 470,321 192,522 71%496,360 26,039 94.8%
Community and Economic Development
Personnel services 383,365 383,365 287,061 96,304 75% 337,164 50,103 85.1%
Commodities 275 275 ‐ 275 0%384 384 0.0%
Other charges and services 136,033 136,033 113,245 22,788 83%48,818 (64,427) 232.0%
Total 519,673 519,673 400,306 119,367 77%386,366 (13,940) 103.6%
Inspection
Personnel services 1,511,300 1,511,300 1,135,195 376,105 75% 1,019,134 (116,061) 111.4%
Commodities 16,207 16,207 8,390 7,817 52%15,260 6,870 55.0%
Other charges and services 347,130 347,130 259,320 87,810 75% 272,242 12,922 95.3%
Capital outlay 62,000 62,000 31,097 30,903 50%26,986 (4,111) 115.2%
Total 1,936,637 1,936,637 1,434,002 502,635 74%1,333,622 (100,380) 107.5%
(continued)
Comparative
Variance from
2021 Actual
Positive (Negative)
2
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Unaudited
General Fund
Schedule of Expenditures
2023 2023 Variance from
Adopted Amended 9/30/2023 Adopted Budget Actual 9/30/2022
Expenditures (continued)Budget Budget Actual Positive (Negative)Percent Actual
General Government Facilities
Personnel services 415,602$ 415,602$ 314,218$ 101,384$ 76% 296,622$ (17,596)$ 105.9%
Commodities 22,898 22,898 15,455 7,443 67%17,456 2,001 88.5%
Other charges and services 246,389 246,389 186,303 60,086 76%178,901 (7,402) 104.1%
Total 684,889 684,889 515,976 168,913 75%492,979 (22,997) 104.7%
Finance
Personnel services 950,108 950,108 808,960 141,148 85% 654,942 (154,018) 123.5%
Commodities 1,400 1,400 2,379 (979) 170%2,330 (49) 102.1%
Other charges and services 183,339 183,339 121,088 62,251 66% 141,798 20,710 85.4%
Capital outlay ‐ ‐ 1,534 (1,534) 0%8,438 6,904 18.2%
Total 1,134,847 1,134,847 933,961 200,886 82%807,508 (126,453) 115.7%
Information Technology
Personnel services 555,347 555,347 361,908 193,439 65% 396,003 34,095 91.4%
Commodities 3,800 3,800 2,307 1,493 61%3,849 1,542 59.9%
Other charges and services 513,432 513,432 377,543 135,889 74%379,624 2,081 99.5%
Capital outlay ‐ ‐ 1,599 (1,599) 0%‐ (1,599) 0.0%
Total 1,072,579 1,072,579 743,357 329,222 69%779,476 36,119 95.4%
Human Resources
Personnel services 716,626 716,626 482,878 233,748 67% 372,859 (110,019) 129.5%
Commodities 1,975 1,975 768 1,207 39%1,271 503 60.4%
Other charges and services 168,795 168,795 169,628 (833) 100%99,216 (70,412) 171.0%
Capital outlay ‐ ‐ ‐ ‐ 0%8,177 8,177 0.0%
Total 887,396 887,396 653,274 234,122 74%481,523 (171,751) 135.7%
Insurance
Other charges and services 250,000 250,000 187,500 62,500 75%213,750 26,250 87.7%
Police
Personnel services 11,628,936 11,628,936 8,587,042 3,041,894 74% 7,857,476 (729,566) 109.3%
Commodities 497,057 497,057 332,644 164,413 67% 255,261 (77,383) 130.3%
Other charges and services 2,185,135 2,185,135 1,560,672 624,463 71% 1,472,488 (88,184) 106.0%
Capital outlay ‐ ‐ ‐ ‐ 0%‐ ‐ 0.0%
Total 14,311,128 14,311,128 10,480,358 3,830,770 73%9,585,225 (895,133) 109.3%
Fire
Personnel services 1,574,572 1,574,572 1,169,850 404,722 74% 1,045,375 (124,475) 111.9%
Fire Relief Contribution/State Aid 521,700 521,700 577,879 (56,179) 111%513,676 (64,203) 112.5%
Commodities 225,645 225,645 212,605 13,040 94% 99,863 (112,742) 212.9%
Other charges and services 344,506 344,506 263,078 81,429 76%247,830 (15,248) 106.2%
Total 2,666,423 2,666,423 2,223,412 443,011 83%1,906,744 (316,668) 116.6%
(continued)
Comparative
Variance from
2021 Actual
Positive (Negative)
3
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Unaudited
General Fund
Schedule of Expenditures
2023 2023 Variance from
Adopted Amended 9/30/2023 Adopted Budget Actual 9/30/2022
Expenditures (continued)Budget Budget Actual Positive (Negative)Percent Actual
Engineering
Personnel services 951,500$ 951,500$ 648,236$ 303,264$ 68% 605,709$ (42,527)$ 107.0%
Commodities 8,786 8,786 6,351 2,435 72%3,127 (3,224) 203.1%
Other charges and services 160,111 160,111 84,208 75,903 53% 72,206 (12,002) 116.6%
Capital outlay ‐ ‐ ‐ ‐ 0%15,000 15,000 0.0%
Total 1,120,397 1,120,397 738,795 381,602 66%696,042 (42,753) 106.1%
Forestry
Personnel services 218,114 218,114 161,854$ 112,377$ 74%‐$ (161,854)$ 0.0%
Commodities 7,593 7,593 3,189 5,849 42%‐ (3,189) 0.0%
Other charges and services 340,340 340,340 224,396 229,007 66%‐ (224,396) 0.0%
Capital outlay ‐ ‐ ‐ ‐ 0%‐ ‐ 0.0%
Total 566,047 566,047 389,439 347,233 ‐ (389,439) 0.0%
Construction Services
Personnel services 591,652 591,652 362,899 228,753 61% 316,322 (46,577) 114.7%
Commodities 12,141 12,141 6,346 5,795 52%5,623 (723) 112.9%
Other charges and services 18,106 18,106 18,412 (306) 102%14,065 (4,347) 130.9%
Capital outlay ‐ ‐ 76,144 (76,144) 0%‐ (76,144) 0.0%
Total 621,899 621,899 463,801 158,098 75%336,010 (127,791) 138.0%
Streets
Personnel services 2,644,947 2,644,947 2,071,403 573,544 78% 1,810,520 (260,883) 114.4%
Commodities 993,915 993,915 870,438 123,477 88% 767,609 (102,829) 113.4%
Other charges and services 425,760 425,760 208,688 217,073 49%346,531 137,844 60.2%
Total 4,064,622 4,064,622 3,150,529 914,094 78%2,924,660 (225,869) 107.7%
Parks
Personnel services 2,500,425 2,500,425 1,893,691 606,734 76% 1,669,819 (223,872) 113.4%
Commodities 324,472 324,472 247,227 77,245 76% 224,929 (22,298) 109.9%
Other charges and services 645,297 645,297 419,048 226,249 65%404,777 (14,271) 103.5%
Total 3,470,194 3,470,194 2,559,966 910,228 74%2,299,525 (260,441) 111.3%
Recreation
Personnel services 501,101 501,101 379,177 121,924 76% 390,559 11,382 97.1%
Commodities 31,844 31,844 21,653 10,191 68% 18,956 (2,697) 114.2%
Other charges and services 314,992 314,992 289,709 25,283 92% 295,062 5,353 98.2%
Capital outlay ‐ ‐ ‐ ‐ 0%‐ ‐ 0.0%
Total 847,937 847,937 690,539 157,398 81%704,577 14,038 98.0%
Heritage Center
Personnel services 76,804 76,804 57,084 19,720 74% 54,505 (2,579) 104.7%
Commodities 11,850 11,850 3,282 8,568 28%7,355 4,073 44.6%
Other charges and services 52,019 52,019 40,027 11,992 77%34,527 (5,500) 115.9%
Total 140,673 140,673 100,393 40,280 71%96,387 (4,006) 104.2%
Arts Center
Personnel services 427,612 427,612 376,951 50,661 88% 315,351 (61,600) 119.5%
Commodities 42,350 42,350 102,473 (60,123) 242%30,514 (71,959) 335.8%
Other charges and services 257,701 257,701 256,606 1,095 100%197,244 (59,362) 130.1%
Capital outlay 36,000 36,000 17,837 18,163 50%‐ (17,837) 0.0%
Total 763,663 763,663 753,867 9,796 99%543,109 (210,758) 138.8%
Variance from
2021 Actual
Positive (Negative)
Comparative
4
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Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Revenues
Licenses franchise fee 602,701$ 462,205$ (140,496)$ 76.7% 486,194$ (23,989)$ 95.1%
PEG Fees 51,891 34,114 (17,777) 65.7% 39,168 (5,054) 87.1%
Investment income 7,284 8,802 1,518 120.8%7,218 1,584 121.9%
Total revenues 661,876 505,121 (156,755) 76.3%532,580 (27,459) 94.8%
Expenditures ‐ General government
Personnel services 509,870 375,305 134,565 73.6% 358,060 (17,245) 104.8%
Commodities 13,582 4,132 9,450 30.4% 6,454 2,322 64.0%
Other charges and services 124,255 68,762 55,493 55.3% 67,218 (1,544) 102.3%
Capital outlay 31,500 54,356 (22,856) 172.6%28,478 (25,878) 190.9%
Total expenditures 679,207 502,555 176,652 74.0%460,210 (42,345) 109.2%
Excess (deficiency) of revenues over
expenditures (17,331) 2,566 19,897 ‐14.8%72,370 (52,473) 3.5%
Other financing (uses) ‐ Transfers
To General Fund (expense allocations)(82,212) (61,659) 20,553 75.0% (44,112) (17,547) 139.8%
To Technology Fund (expense allocations)(6,400) (6,400) ‐ 100.0%(5,200) (1,200) 123.1%
Total other financing (uses)(88,612) (68,059) 20,553 76.8%(49,312) (18,747) 138.0%
Net change in fund balance (105,943) (65,493) 40,450 23,058 (88,551)
Beginning fund balance 1,456,805 1,408,331 (48,474) 1,154,827 253,504
Ending fund balance 1,350,862$ 1,342,838$ (8,024)$ 1,177,885$ 164,953$
Variance from
2022 Actual
Positive (Negative)
Comparative
CITY OF LAKEVILLE, MINNESOTA
Statement of Revenues, Expenditures and Changes in Fund Balances
For the Nine Month Period Ended September 30, 2023
Special Revenue ‐ Communications Fund
5
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Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Sales and cost of sales
Sales 21,030,329$ 16,587,571$ (4,442,758)$ 78.9% 15,827,613$ 759,958$ 104.8%
Cost of sales 15,534,160 12,033,131 3,501,029 77.5%11,560,982 (472,149) 104.1%
Gross profit 5,496,169 4,554,440 (941,729) 82.9%4,266,631 287,809 106.7%
Gross profit %26.1% 27.5%27.0%
Operating expenses
Personnel services 2,576,974 2,048,264 528,710 79.5% 1,846,944 (201,320) 110.9%
Commodities 109,675 91,119 18,556 83.1% 69,810 (21,309) 130.5%
Other charges and services 1,487,575 1,119,824 367,751 75.3%1,109,137 (10,687) 101.0%
Total operating expenses 4,174,224 3,259,208 915,016 78.1%3,025,891 (233,317) 107.7%
Operating income 1,321,945 1,295,232 (26,713) 98.0%1,240,740 54,492 104.4%
Non‐operating revenue (expense)
Investment income 60,000 24,432 (35,568) 40.7% 28,590 (4,158) 85.5%
Miscellaneous 50,000 ‐ (50,000) 0.0%‐‐0.0%
Capital outlay acquisitions (293,500) (50,259) 243,241 17.1% (50,259) ‐100.0%
Debt Principal Payments (250,000) (245,000) 5,000 98.0% (245,000) ‐100.0%
Transfers in (out)
General Fund (238,286) (208,715) 29,571 87.6% (41,021) (167,694) 508.8%
General Fund ‐ Fireworks (30,000) (15,000) 15,000 50.0% (15,000) ‐100.0%
Debt Service:
Tax Abatement ‐ Keokuk (348,900) (348,900) ‐ 100.0% (177,910) (170,990) 196.1%
CIP Bonds‐Police Station (400,000) (400,000) ‐ 100.0% (400,000) ‐100.0%
Tax Increment ‐ TIF 10 ‐ 2,354,946 2,354,946 0.0%
Capital Projects:
Equipment Fund (500,000) (500,000) ‐ 100.0% (500,000) ‐100.0%
Technology Fund (44,900) (44,900) ‐ 100.0%(38,500) (6,400) 116.6%
Total non‐operating (net)(1,995,586) 566,604 2,562,190 ‐28.4%(1,439,100) 2,005,704 ‐39.4%
Net change in net position (673,641) 1,861,836 2,535,477 (198,360) 2,060,196
Beginning net position 13,163,997 15,219,024 2,055,027 13,220,348 1,998,676
Ending net position 12,490,356$ 17,080,860$ 4,590,504$ 13,021,988$ 4,058,872$
CITY OF LAKEVILLE, MINNESOTA
Enterprise ‐ Liquor Fund
Statement of Revenues, Expenditures and Changes in Working Capital
For the Nine Month Period Ended September 30, 2023
Variance from
2022 Actual
Positive (Negative)
Comparative
6
Page 182 of 186
Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Operating revenues
User charges for services 7,978,896$ 6,817,352$ (1,161,544)$ 85.4% 6,249,152$ 568,200$ 109.1%
Other 200,088 185,142 (14,946) 92.5%178,378 6,764 103.8%
Total operating revenue 8,178,984 7,002,494 (1,176,490) 85.6%6,427,530 574,964 ‐18.3%
Operating expenses
Personnel services 1,488,000 989,361 498,639 66.5% 985,328 (4,033) 100.4%
Commodities 732,775 556,881 175,894 76.0% 463,550 (93,331) 120.1%
Other charges and services 1,655,928 1,325,763 330,165 80.1% 1,197,340 (128,423) 110.7%
Major Maintenance 1,277,500 1,228,926 48,574 96.2%1,051,319 (177,607) 116.9%
Total operating expenses 5,154,203 4,100,931 1,053,272 79.6%3,697,537 (403,394) 110.9%
Operating income (loss)3,024,781 2,901,563 (123,218) 2,729,993 171,570
Non‐operating revenue (expense)
Intergovernmental ‐ ‐ ‐ 0.0%‐‐ 0.0%
Investment income 53,302 109,076 55,774 204.6% 88,700 20,376 123.0%
Disposal of assets (10,000) 10,000 0.0%‐‐ 0.0%
Capital outlay (1,720,000) ‐ 1,720,000 0.0%‐‐ 0.0%
Bond proceeds ‐ ‐ ‐ 0.0%‐‐ 0.0%
Debt Service (1,246,613) ‐ 1,246,613 0.0% (1,922,638) 1,922,638 0.0%
Transfers (out)(727,942) (678,311) 49,631 93.2%(148,989) (529,322) 455.3%
Total non‐operating (net)(3,651,253) (569,235) 3,082,018 (1,982,927) 1,413,692
Net change in net position (626,472) 2,332,327 2,958,799 747,066 1,585,261
Beginning net position 113,845,278 123,890,892 (10,045,614) 115,183,583 8,707,309
Ending net position 113,218,806$ 126,223,219$ (7,086,815)$ 115,930,649$ 10,292,570$
CITY OF LAKEVILLE, MINNESOTA
Comparative
For the Nine Month Period Ended September 30, 2023
Statement of Revenues, Expenditures and Changes in Working Capital
Enterprise ‐ Utility Fund Water Operation
Variance from
2022 Actual
Positive (Negative)
7
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Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Operating revenue
User charges for services 8,563,305$ 6,781,058$ (1,782,247)$ 79.2%6,402,403$ 378,655$ 105.9%
Operating expenses
Personnel services 886,661 627,312 259,349 70.7% 646,789 19,477 97.0%
Commodities 88,801 63,360 25,441 71.4% 50,891 (12,469) 124.5%
Other charges and services 421,052 257,925 163,127 61.3% 234,605 (23,320) 109.9%
Disposal charges 5,066,240 3,800,155 1,266,085 75.0% 3,663,414 (136,741) 103.7%
Major maintenance projects 900,000 492,709 407,291 54.7%‐ (492,709) 0.0%
Total operating expenses 7,362,754 5,241,461 2,121,293 71.2%4,595,699 (645,762) 114.1%
Operating income (loss)1,200,551 1,539,597 339,046 1,806,704 (267,107) 85.2%
Non‐operating revenue (expense)
Intergovernmental State aid 103,259 ‐ (103,259) 0.0%‐ ‐ 0.0%
Investment income 35,409 61,210 25,801 172.9% 63,020 (1,810) 97.1%
Disposal of assets (10,000) ‐ 10,000 0.0%‐ ‐ 0.0%
Capital outlay ‐ ‐ ‐ 0.0%‐ ‐ 0.0%
Debt service (72,021) (69,208) 2,813 96.1% (67,608) (1,600) 102.4%
Transfers in 33,002 33,002 ‐ 100.0% 31,700 1,302 104.1%
Transfers (out)(210,467) (160,376) 50,091 76.2%(154,516) (5,860) 103.8%
Total non‐operating (net)(120,818) (135,372) (14,554) 112.0%(127,404) (7,968) 106.3%
Net change in net position 1,079,733 1,404,225 324,492 1,679,300 (275,075)
Beginning net position 66,062,721 72,765,547 (6,702,826) 67,890,260 4,875,287
Ending net position 67,142,454$ 74,169,772$ (6,378,334)$ 69,569,560$ 4,600,212$
CITY OF LAKEVILLE, MINNESOTA
Statement of Revenues, Expenditures and Changes in Working Capital
For the Nine Month Period Ended September 30, 2023
Enterprise ‐ Utility Fund Sanitary Sewer Operation
Variance from
2022 Actual
Positive (Negative)
Comparative
8
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Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Operating revenue
User charges for services 1,182,892$ 919,773$ (263,119)$ 77.8%898,285$ 21,488$ 102.4%
Operating expenses
Personnel services 25,025 14,075 10,950 56.2% 16,428 2,353 85.7%
Commodities 25 33 (8) 130.7% 11 (22) 297.0%
Other charges and services 967,447 676,051 291,396 69.9% 647,084 (28,967) 104.5%
Major Maintenance ‐ ‐ ‐ 0.0%‐‐ 0.0%
Total operating expenses 992,497 690,158 302,339 69.5%663,523 (26,635) 104.0%
Operating income (loss)190,395 229,615 39,220 234,762 (5,147) 97.8%
Non‐operating revenue (expense)
Investment income 8,204 9,439 1,235 115.0% 10,736 (1,297) 87.9%
Debt service (52,492) (49,417) 3,075 94.1% (42,542) (6,875) 116.2%
Transfers in (out) ‐ General Fund (5,485) (4,114) 1,371 75.0%(4,438) 324 92.7%
Total non‐operating (net)(49,773) (44,092) 5,681 88.6%(36,244) (7,848) 121.7%
Net change in net position 140,622 185,522 44,900 198,518 (12,996)
Beginning net position 1,041,328 1,176,990 (135,662) 1,276,820 (99,830)
Ending net position 1,181,950$ 1,362,512$ (90,762)$ 1,475,338$ (112,826)$
CITY OF LAKEVILLE, MINNESOTA
Statement of Revenues, Expenditures and Changes in Working Capital
For the Nine Month Period Ended September 30, 2023
Enterprise ‐ Utility Fund Street Light Operation
Variance from
2022 Actual
Positive (Negative)
Comparative
9
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Unaudited
2023 Percent
Adopted 9/30/2023 of 9/30/2022
Budget Actual Variance Budget Actual
Revenues
User charges for services 1,881,259$ 1,468,912$ (412,347)$ 78.1% 1,832,318$ (363,406)$ 80.2%
Charges for services ‐ Recycling ‐ ‐ ‐ 0.0%‐ ‐ 0.0%
Total revenues 1,881,259 1,468,912 (412,347) 78.1%1,832,318 (363,406) ‐22.5%
Expenditures ‐ Public works
Personnel services 537,485 378,508 158,977 70.4% 450,758 72,250 84.0%
Commodities 46,217 27,717 18,500 60.0% 39,647 11,930 69.9%
Other charges and services 2,486,426 921,246 1,565,180 37.1%597,509 (323,737) 154.2%
Total expenditures 3,070,128 1,327,470 1,742,658 43.2%1,087,914 (239,556) 122.0%
Operating income (loss)(1,188,869) 141,442 1,330,311 744,404 (602,962) 19.0%
Non‐operating revenue (expense)
Intergovernmental 1,341,250 3,065 (1,338,185) 0.2%‐3,065 0.0%
Investment income 15,237 22,395 7,158 147.0% 21,305 1,090 105.1%
Donations ‐‐0.0%
Infrastructure contributed ‐0.0%
Capital outlay (31,898) ‐31,898 0.0%‐‐0.0%
Transfers in (out)
General Fund (out)(386,226) (334,810) 51,416 86.7% (173,036) (161,774) 193.5%
General Fund (in) EAB ‐‐‐ 0.0% 200,000 (200,000) 0.0%
Equipment Fund (40,500) (40,500) ‐ 100.0% (31,000) (9,500) 130.6%
Technology Fund (6,800) (6,800) ‐ 100.0%(4,500) (2,300) 151.1%
Water Operating Fund ‐‐‐ 0.0%‐‐0.0%
Liquor Fund ‐‐‐ 0.0%‐‐0.0%
Sanitary sewer operations (33,002) (33,002) ‐ 100.0%(31,700) (1,302) 104.1%
Total other financing (uses)858,061 (389,652) (1,247,713) ‐45.4%(18,931) (370,721) 2058.3%
Net change in net position (330,808) (248,210) 82,598 725,473 (973,683)
Beginning net position 3,368,948 3,108,430 260,518 3,418,950 (310,520)
Ending net position 3,038,140$ 2,860,220$ 343,116$ 4,144,423$ (1,284,203)$
CITY OF LAKEVILLE, MINNESOTA
Statement of Revenues, Expenditures and Changes in Working Capital
For the Nine Month Period Ended September 30, 2023
Enterprise ‐ Utility Fund Environmental Resources Operation
Variance from
2022 Actual
Positive (Negative)
Comparative
10
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