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HomeMy WebLinkAbout2018-06-14 Council Agenda Packet *Includes Materials - Materials relating to these agenda items can be found in the House Agenda Packet by Door. The complete Council Agenda Packet is available electronically on the website at www.ci.corcoran.mn.us. Corcoran City Council Agenda June 14, 2018 - 7:00pm 1. Call to Order / Roll Call 2. Pledge of Allegiance 3. Agenda Approval 4. Open Forum 5. Presentations 6. Consent Agenda a. Draft Minutes of May 24, 2018 Council Meeting* b. Resolution 2018-40 Accepting Donation from the Northwest Area Jaycees* c. Off-site Charitable Gambling – Northwest Area Jaycees* d. Resolution Sponsoring the Northwest Trails Association to Acquire State of Minnesota DNR Funding (2018-2019 Season)* e. Master Partnership Contract – State of Minnesota* f. Annual Liquor License and Tobacco Renewal* g. Floor Scrubber Replacement* 7. Claims as Presented a. Escrow Claims (Fund #500)* b. All Other Financial Claims* 8. Staff Reports / Memos / Commissions a. Commission Representatives* 9. Planning Business 10. Unfinished Business 11. New Business a. Fire Service Comprehensive Growth Plan* b. 2018 Clean-up Day Report – 2019 Priorities* c. Municipal State Aid Feasibility Study* d. 2018 Pavement Overlay Program* e. City Park Irrigation Plan* f. Joint Powers Agreement - Brockton Lane* 12. 2018 Council Schedule* 13. Council Liaison Calendar Planning Commission 6/7/18 7/5/18 8/2/18 9/6/18 10/4/18 Dejewski LaFave Keefe Thomas Bottema Parks and Trails Commission 6/19/18 7/17/18 8/21/18 9/18/18 10/16/18 Available Bottema Available LaFave Keefe 14. Adjournment 6a. CITY OF CORCORAN City Council Meeting Minutes May 24, 2018 - 7:00pm The Corcoran City Council met on May 24, 2018 at City Hall in Corcoran, Minnesota. Present were Mayor Thomas, Councilor LaFave, Councilor Bottema, Councilor Dejewski, and Councilor Keefe. Also present were City Administrator Martens, City Planner Lindahl, Public Works Director Mattson, and City Attorney Thames. 1. Call to Order / Roll Call Mayor Thomas called the meeting to order at 7:00 pm. 2. Pledge of Allegiance Mayor Thomas invited all in attendance to rise and join in the Pledge of Allegiance. 3. Agenda Approval MOTION: made by Keefe, seconded by LaFave to approve the agenda as presented. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) 4. Open Forum No persons were present to speak. 5. Presentations The Council noted an award presented to Office Cody Vojacek at the First Responders Recognition Ceremony. 6. Consent Agenda a. Draft Minutes of May 10, 2018 Council Meeting b. City Council Work Sessions c. Letter of Intent Not to Execute Purchase Agreement- 23185 County Road 10 d. Resolution Accepting Firearm Safety Donations MOTION: made by Dejewski, seconded by Keefe to approve the consent agenda consisting of items 6a, 6b, and 6c, with item 6d to be removed. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) Mayor Thomas read the resolution. MOTION: made by Dejewski, seconded by LaFave to accept Resolution 2018-39 Recognizing the Corcoran Police Firearms Safety Program and Accepting the Donations. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) 7. Claims as Presented a. Escrow Claims (Fund #500) MOTION: made by LaFave, seconded by Keefe to approve escrow claims as presented. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) b. All Other Financial Claims MOTION: made by LaFave, seconded by Keefe to approve all other claims as presented. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) 8. Staff Reports / Memos/Commissions a. Commissioner Representatives The Council acknowledged Planning Commission Representative Meredith Wu and Parks and Trails Commission Representative Val Nybo. b. Planning Project Update The Council accepted the Project Planning Update. 9. Planning Business a. PUD Sketch Plan for Corcoran City Planner Lindahl presented a sketch plan for 31.21 gross acres on County Road 10 that includes a 200-unit senior continuum of care complex, a 125-unit market rate apartment complex, and 19 single-family homes. It is in the Southeast District and is subject to the Southeast Plan and Design Guidelines. It was guided Mixed-Residential with 8-10 units per acres. City Planner Lindahl noted that that area is currently zoned as RSF-3 which would require an update to be consistent with land use per State law. It also is located within the Shoreland Overlay District by Cook Lake with property to the east in Maple Grove proposed to be developed with this site. The applicant would reguide to High Density Residential with greater than 10 units per acre and would rezone to Planned Unit Development to propose mixed uses. The current plan is 15-17 units per acre but plans are not finalized. The applicant would also submit a preliminary plat and preliminary PUD development plan. Obtaining a PUD allows flexibility for setback distances from County Road 10 and Cook Lake, increased building height of up to 50 feet, impervious surface increased to 34%, and private drives. The Transportation Plan will require an additional right-of- way for County Road 10, sewer and water to be extended to the site, and a portion of Bass Lake Crossing trail extended to this site. It is proposed to fill some of the wetlands to the south. The Council noted that the watershed has its own standards for impervious surfaces and inquired if it was more or less restrictive that what was considered. City Planner Lindahl noted that the Shoreland Overlay District comes from the Department of Natural Resources (DNR) and approval from the watershed must be granted so the topic will be addressed. Kurt Manly from Hunter Homes addressed the Council. He acknowledged that an overriding issue from the project was the location and noted its consideration. Barb Rode from Saint Therese addressed the Council and explained the project in greater depth. She stated that Saint Therese’s first project was in New Hope with 258 nursing home beds, 220 apartments, a pharmacy, and some home care. Other projects include Brooklyn Park and Woodbury. She noted that Saint Therese serves all faiths despite being a Catholic organization. She also noted that Saint Therese won the Real Estate Journal Award for best project in Minnesota and won the Woodbury Magazine Project of the Year. In addition to their campuses, they also lease out the 4th floor at North Memorial Hospital for transitional care and an 8-bed hospice center at St. Odilia. She explained that Saint Therese does a lot of mission work as well as market-rate housing. They are starting a new membership program to help residents stay in their homes as long as possible and are partnering with churches and parishes nearby. The Council inquired about the height of the structures. Barb Rode responded that they are 3-stories. City Planner Lindahl clarified that 3-stories is what is allowed for in standard zoning but because it lies within the Shoreland Overlay District it is reduced to 25-feet per DNR rules. The Council inquired if it was state or privately funded assisted living. Barb Rode responded that most of it is privately funded but they do accept Medicaid or waivered services in addition to donations that prevent residents from losing their homes. The Council inquired about the far proximity to a hospital with limited transportation. Barb Rode responded that Saint Therese has their own bus that takes people to where they need to go, as well as concierge services and transportation volunteers and feels confident that Saint Therese will be able to meet the transportation needs of the planned development. The Council inquired about the impact it will have on employment opportunities in the City of Corcoran. Barb Rode responded that there are positions that would need to be filled in dining services, nursing, nursing assistants, maintenance, therapeutic recreation and other. She noted that there are approximately 200 employees at the Saint Therese campus in Woodbury and they have approximately 1,250 employees across all campuses. The Council inquired if they would use the Saint Therese branding and if the developer proposed for this project had been used in their other projects. Barb Rode stated that they would be using Saint Therese branding and that they had used the same developer in previous projects. The Council stated concerns about having this project be considered “The Gateway to Corcoran” but would have its rear side facing those entering into Corcoran. Barb Rode noted that they are working with City staff on the aesthetics to be innovative with the design and noted a 15’ x 15’ stained glass window on the Woodbury campus that made it more appealing. The Council inquired about the guidelines for a resident coming in to live on this campus. Barb Rode explained that they help individuals stay in their apartments for as long as they can service a high-quality of care for them and it remains safe for the individual and staff assisting them. The Council inquired the market rate for the property in Woodbury. Barb Rode noted that a 2-bedroom unit was between $2,000-3,000 per month and that rates are set by the State for 52 different designated levels of care. Ward Isaacson from Hope Architects in Saint Paul, Minnesota addressed the Council to further explain the sketch plans. He noted that the town center is the community space that residents and members of the greater community can use with Saint Therese having the option to rent out spaces to the community. He explained that the concept is to wrap the levels of care around the town center as the center of the community. The plans have independent living, the town center, a 2-story care center, and a 3-story assisted living and memory care building with the first level being a dementia-specific, secured memory unit that would allow residents the option to go outside in a secured courtyard with assisted living apartments above. The Council inquired about the trail system. Ward Issacson noted that they would like to connect their trail system with the City’s existing trail network. The Council inquired about having a welcome to Corcoran sign. Ward Issacson responded that could be a possibility. Beth Hustad from TREK addressed the Council and gave a report on tax implications. She explained that she looked at the site as if it were to be developed as a single-family development with 3 units to an acre and 70 units overall. The single-family development would result in $430,000 of taxes annually, while the Saint Therese project would result in approximately $1,500,000 with independent and assisted living as the taxable portions. She also noted that this is a difficult place to build a family-oriented project as the schools are too far away. The Council inquired if the apartments are taxed at full-market rate. Beth Hustad responded that they were. The Council went around and highlighted their major concerns noting the aesthetics of the development from the viewpoint of someone driving into the City of Corcoran, natural preservation, remaining 3-stories or lower, seizing State funding for the residents to help ease the financial burden, and would like to keep the setbacks. The Council noted that it was pleased with the way the plans looked, the taxes it would bring in, and the environment that lifecycle housing creates. b. Nuisance Ordinance Updates City Planner Lindahl gave an update on considerations for the Nuisance Ordinance. She noted that the Council had requested that staff look at potential updates to the Nuisance Ordinance to be more active in code enforcement. The Council discussed code enforcement standards at their February 9, 2017 and August 10, 2017 meetings. The Nuisance Code is currently broken into 4 parts: general provisions, weeds, open burning, and noise. The Code Enforcement Program operates under a complaint-based or reactionary policy on enforcement procedures and action is predicated by a complaint. She noted that the current process is slow and can take many efforts to gain compliance. Staff reviewed several cities for their standards to compare. City Planner Lindahl stated that based on research and initial Council direction, staff recommends: eliminating the individual subparts of the Ordinance to include revised definitions, consolidating and including additional actions considered a nuisance, amending the Ordinance to include revised definitions, and moving the nuisance language from the Zoning Ordinance to the Nuisance section. City Planner Lindahl highlighted some things for the Council to consider including whether abatements or citations should be part of the process, one notice or multiple notices for a violation, complaint- base enforcement or active enforcement, and if the Council should be involved. The Council inquired whether it would have to be abatement or citations exclusively or if a blend was possible. City Planner Lindahl responded that a blend is an option. City Attorney Thames addressed the Council to explain what the citation and abatement process would look like. He noted that there were different citation levels that would have to be built into the Code that would allow the Code Enforcement Official to have similar authority as a peace officer on specific items where the Code Enforcement Official could write citations based on the nuisance that results in a fine. A disadvantage would be that it would result in engaging in a court process. He noted that citations would have to be derived from the City of Corcoran’s Code and not State Statutes because the court will have a state-wide payable schedule in which the cited individual could pay a fine and not address the underlying nuisance. When it reaches a level where compliance will not happen voluntarily without court persuasion, a complaint is referred and presented to a judge who gives a signature and summons to court. City Attorney Thames noted that the timing would be at the mercy of the court schedule which is often not quick or efficient. With given authority, the City of Corcoran can respond to a nuisance by presenting a charging document with specific violations and specified authority. He noted that some punishments are fines only which is not recommended because it allows the potential for the nuisance to go unaddressed. The court order allows the City of Corcoran to be protected for liability in going to the property and addressing the nuisance themselves. He also noted that the process the City chooses needs to have due process outlined in it and a chance for the affected party to appeal. The process would be for staff to seek voluntary abatement through notifications, initiate a court process with a citation if ignored with the consequence of jail or a fine, and abatement as a last resort. The Council noted that they want to have the appropriate options to employ if necessary and inquired what the next step would be. City Attorney Thames recommended to continue empowering staff. The Council inquired about locations where there would be a difference in property owner and occupant and who would be responsible. City Attorney Thames said that under the current Ordinance it is the responsibility of the property owner, but that it would be beneficial to notify both. He also noted that the City can make amendments to its Code to make the occupant or the owner the responsible party but the definition of the occupant has to be intentional. The Council discussed how much Council involvement would be beneficial to the process and discussed the benefit of issuing fines to help with the cost incurred by active code enforcement. The Council also addressed the potential danger of having City staff encroach on someone’s property, as well as specific nuisances that could be of danger including hazardous materials. City Attorney Thames noted that the police typically accompany the City staff and that the City will have more authority in taking action swiftly if there is a danger present on the property. The Council noted the importance in developing a policy in which they can stand behind staff despite complaints from affected parties. City Administrator Martens stated that common complaints and the Code will be researched to develop the best policy and will be a priority for 2019 that can be added to the Newsletter. c. Corcoran Development Process and Alternatives City Planner Lindahl discussed the City policy regarding financial guarantees for the development process. She noted that the City modified their policy for financial guarantees for the Bass Lake Crossing South process which initiated a discussion on how the City of Corcoran’s policy compares to other cities and to see if alternatives exist. Staff created a report outlining the existing development process and the transparency of the process to landowners and applicants. She noted that the City of Corcoran has checklists online and at City Hall that summarize the City Code and inform applicants every document they need to submit. The development process in Corcoran is similar to the development process in other cities and is based largely on timelines established by the state. The City Code allows the City of Corcoran to accept a letter of credit, cash escrow, cash, or performance bonds for 125% the cost of the improvements at its discretion. She noted that it had been a policy for the City to accept performance bonds only on public projects and a letter of credit or cash escrow for developments. City Planner Lindahl outlined some options for Council to consider if streamlining the development process is of interest. She explained that the City of Corcoran could go back to financing options that were used in the past, reduce the amount received to be 100% instead of 125% the cost of the project, make some applications go through staff’s approval only, modify the Code to eliminate the Planning Commission meeting for a final PUD Development Plan since it is not required by statute, or add a second meeting each month for the Commission with planning items being placed on both Council agendas shortening the process. The Council inquired if it was possible to allow performance bonds in situations where incomplete construction affects others. City Attorney Thames noted that it may be difficult to enforce a policy like that due to its ambiguity. The Council inquired whether staff would be willing to take on more of an administrative burden. City Administrator Martens noted that having a clear and concise vision from the Council would make it less of a burden and easier to implement. The Council noted some development delays due to the City being in the beginning stages of development but expressed acceptance for that due to wanting to ensure everything is being done correctly. The Council expressed not wanting to add a second meeting unless Commissions want to and did not find it urgent to change the development process at this time. The Council also noted a desire to not have lengthy discussions on items that they do not get a vote on whether or not the project comes to fruition since Council cannot vote against a project if it meets Code requirements. City Administrator Martens stated that a future motion and vote on what to do with financial guarantees would be beneficial. Council directed staff require letter of credit or cash for developments and to reduce the amount required to 100% of the cost of improvements. d. Work Plan for Amendments to Development Rights and Open Space & Preservation Plats City Planner Lindahl gave a presentation on the Open Space & Preservation Ordinance. She noted that Corcoran’s development rights program was developed with the intention of managing developing rural areas and areas where municipal services are planned but have not yet been provided. Currently it allows 1 unit per 30 acres when access is on an unpaved street and 1 unit per 10 acres when access is on a paved street. The development rights program was seen in part as a tool to incentivize property owners to construct and pave streets. Council can proceed with changes to the development rights if desired. One option is to allow all land owners to develop at 1 unit per 10 acres regardless of whether or not roads are paved which is the maximum density for Diversified Rural areas. Another option is to eliminate the program and create a minimum lot size for the Rural Residential and Urban Reserve District which has been discussed previously. The changes to the development rights will carry over and affect the Open Space & Preservation Ordinance. In 2004, the City adopted an Open Space & Preservation Ordinance that increased development rights in exchange for preservation of open space. It was updated in 2011 to make it easier for property owners to develop their land. The current Ordinance requires only 25% of the land be preserved either permanently or temporarily as open space, with 50% of the dedicated land identified as buildable. City Planner Lindahl noted that changing the Ordinance may trigger a Met Council review. Met Council has flexible design guidelines that can be adopted. She noted that the Open Space & Preservation Ordinance was created to preserve natural resources and a rural character. City Planner Lindahl presented some questions for the Council to consider including what the goal of the Ordinance should be, whether or not roads should be paved, whether density bonuses are being given for the right reasons, whether there should be more density bonuses, whether the design standards are sufficient, and whether deviations from the minimum standards should be handled as a PUD. The Council discussed having identified target areas for natural resource protection to be permanent over future years and whether there are certain areas that Corcoran will not want to bring sewer. The Council also discussed whether this item would be better addressed in a Work Session meeting before enacting policy. Council directed staff to schedule a work session to continue the discussion. e. Natural Resource Protection Options City Planner Lindahl presented the Council with some options for protecting natural resources in Corcoran with the purpose of maintaining Corcoran’s rural character. An inventory of natural resources was performed by the City and is shown on the “Natural Resource Inventory Map”. The 2040 Comprehensive Plan identified preserving natural resources as a goal in the growth management goals and policies. Corcoran currently protects wetlands, lakes, and rivers through the shoreland overlay district and wetland overlay district ordinances. The Open Space & Preservation Ordinance is intended to be a tool to preserve natural resources and prime agricultural land. The Council can choose to adopt ordinances that would protect natural resource communities through development. City Planner Lindahl noted that one plan is to explore developing a tree preservation ordinance that would require a certain percentage of trees be preserved through development by creating incentives or penalties for tree preservation through the subdivision process. Another option is reducing lot sizes and setbacks with methods for mitigating impacts from reduced lot sizes through screening and landscaping. The Council inquired whether the Open Space & Preservation Ordinance be considered a clustering policy or whether there should be separation where the City develops a clustering ordinance in which landowners that cluster their home get additional building rights to leave space open for development. City Planner Lindahl noted that topic may be beneficial to discuss at a Work Session. She explained that they are inquiring the Council if the Council feels the City could be better preserving something that currently is not protected enough. The Council expressed indifference on the tree preservation policy. The Council discussed the benefit of old, large trees in preserving a rural character but also noted a developer’s desire to be able to control the look and use of property as much as possible. City Planner Lindahl clarified that a tree preservation policy would be either preservation or replacement and could be considered as an incentive to use along with the Open Space & Preservation Ordinance. No action was taken. 10. Unfinished Business No unfinished business was presented. 11. New Business a. Preliminary Evaluation of Corcoran Water Supply Development Director of Public Works Mattson gave a presentation on evaluating Corcoran’s water supply development. Currently, Southeast Corcoran has been developing using water supplied under agreement with Maple Grove. If approved, the Pulte development will expand use with a connection in northeast Corcoran. The current draft Comprehensive Plan and its predecessor both discussed utilizing Maple Grove as the initial water supply for these areas, but also discussed the potential for an eventual development of Corcoran’s own water supply. The timing of a transition has not yet been evaluated and is influence by several factors. Staff recommends that the City authorize a preliminary evaluation for those factors as guidance for Council to be conducted during 2018. Maple Grove supplies water and treatment while Corcoran is responsible for infrastructure and storage. The agreement provides 1.75 million gallons of water per day. The goal of the report is to lay out the processes and explain them, outline the regulatory requirements and permits necessary, outline a project timeline and milestones, estimate the cost associated with infrastructure, and identify potential investment points. If desired, further financial studies could be undertaken in future stages. Staff is asking Council to authorize completion of an engineer’s report to evaluate preliminary development of Corcoran’s own water supply at an estimated cost of $5,000 which would be funded through the Water Fund if approved. The Council inquired if that would include a potential collaboration with surrounding water systems. Director of Public Works Mattson noted that Corcoran would leverage opportunities with other communities and see if joint power agreements would make sense for Corcoran. The purpose is to identify the benefits and disadvantages of different options and identify where aquifers are viable. The Council discussed whether or not it was time to have discussions on Corcoran’s own water supply. City Administrator Martens noted that limited sewer capacity also plays into these discussions and that at minimum the City should be looking into collaborating with nearby communities and noted that Corcoran may not get approval from Maple Grove to serve anything substantial. City Administrator Martens also noted that any information found in this study could be used in the future. The Council noted that doing the study sooner rather than later would be integral in being able to effectively collaborate with nearby communities before these communities develop their own water supply. MOTION: made by Bottema, seconded by Keefe to direct staff to move forward with a water study with a total cost of $5,000 maximum. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) b. Gambling Ordinance Amendment Request City Administrator Martens noted a request to update the City of Corcoran’s Gambling Ordinance to allow for one-time type gambling opportunities. The particular request was for a gun raffle at The Stanchion. Staff had conversations with the Jaycees who said they were in favor under certain conditions. City Administrator Martens noted that the City has the option to make the ordinance specific and can limit the amount of times it can be done per year. The fees brought in would pay for the cost. MOTION: made by Keefe, seconded by Bottema to direct staff to change the Gambling Ordinance to allow for raffle events as requested. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) 12. 2018 Council Schedule City Administrator Martens reviewed the upcoming schedule. 13. Council Liaison Calendar The Council liaison calendar was not reviewed, but was available in the Council packet. 14. Adjournment MOTION: made by Keefe, seconded by Bottema to adjourn. Voting Aye: Thomas, LaFave, Bottema, Dejewski, and Keefe (Motion carried 5:0) Meeting adjourned at 9:59 p.m. ________________________________ Brad Martens – City Administrator City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-40 Page 1 of 1 Motion By: Seconded By: A RESOLUTION ACCEPTING DONATION FROM THE NORTHWEST AREA JAYCEES WHEREAS, the City Council of the City of Corcoran, Minnesota, supports the efforts of the Northwest Area Jaycees; and WHEREAS, the Northwest Area Jaycees have made a financial donation to the City of Corcoran in the amount of $10,000; and WHEREAS, the donations are in support of the 2018 Night to Unite event and for installing irrigation equipment at the City Park; and WHEREAS, the City Council finds that it is appropriate to accept the donation as offered for the benefit of the City of Corcoran and its residents; NOW THEREFORE BE IT RESOLVED, the City Council of the City of Corcoran acknowledges the generosity of the Northwest Area Jaycees and graciously accepts the financial donation as listed above. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 14th day of June, 2018. ________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ Jessica Beise – City Clerk/Administrative Services Coordinator City Seal 6b. STAFF REPORT Agenda Item. 6c. Council Meeting: June 14, 2018 Prepared By: Jessica Beise Topic: Off-Site Gambling – Corcoran Country Daze Action Required: Approval Summary: The City received a request for off-site gambling from the Northwest Area Jaycees to host bingo at Corcoran Country Daze. The Jaycees have been hosting bingo since 2015 at Corcoran Country Daze. The City is required to approve any requests for off-site gambling in the community. Financial/Budget: N/A Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. FISCAL RESPONSIBILITY We believe that fiscal responsibility and the prudent stewardship of public funds is essential for citizen confidence in government. Options: 1. Approve the temporary gambling license and adopt Resolution 2018-41 – Approving Off-site Gambling in the City of Corcoran, MN. 2. Deny the Off-site gambling license. Council Action: 1. Approve the temporary gambling license and adopt Resolution 2018-41 Approving Off-site Gambling in the City of Corcoran, MN. Attachments: 1. Resolution 2018-41 Approving Off-site Gambling in the City of Corcoran, MN City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2017-41 Page 1 of 1 Motion By: Seconded By: A RESOLUTION APPROVING OFFSITE CHARITABLE GAMBLING IN THE CITY OF CORCORAN, MINNESOTA BE IT RESOLVED, by the City Council of the City of Corcoran that the following Off-site Gambling license is granted effective for the dates as indicated, to the following Licensee, provided appropriate application documents are submitted. LICENSEE LICENSE LICENSE EFFECTIVE DATE Northwest Area Jaycees Off-Site Charitable Gambling Corcoran Country Daze August 16-19, 2018 Located at Corcoran Lions Park VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 14th day of June, 2018. ________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ City Seal Jessica Beise – City Clerk/Administrative Services Coordinator City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-42 Page 1 of 1 Motion By: Seconded By: RESOLUTION SPONSORING THE NORTHWEST TRAILS ASSOCIATION TO ACQUIRE STATE OF MINNESOTA DNR FUNDING (2018-2019 SEASON) WHEREAS, the City of Corcoran desires to establish a public snowmobile trail in furtherance of its public recreation program; and WHEREAS, the Northwest Trails Association has asked the City of Corcoran to act as a sponsor to help acquire, construct, and maintain its trails; and WHEREAS, the Northwest Trails Association has indicated it will help and assist the City to acquire, construct, and maintain said trail; and WHEREAS, the State of Minnesota offers financial and technical assistance to the City for the construction of an approved trail; that the trail sponsored by Corcoran would be known as the Snowmobile Trails of Northwest Hennepin County. NOW, THEREFORE, BE IT REOLVED BY THE CITY OF CORCORAN: 1.The City of Corcoran shall apply to the State of Minnesota, through the Department of Natural Resources, for financial and technical assistance in accordance with the laws, rules and regulations governing said assistance. 2.If said assistance is granted, the City of Corcoran shall contract with the Northwest Trails Association for the acquisition of the necessary interests in land and the subsequent construction and maintenance of the trail. 3.With the exception of the financial assistance provided by the State contract with the City, the City of Corcoran shall not be liable for any costs incurred by the club. The City shall be responsible only for the allocation of funds to the extent of the actual monies provided through the State contract. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 14th day of June, 2018. ________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ City Seal Jessica Beise – City Clerk/Administrative Services Coordinator 6d. STAFF REPORT Agenda Item 6e. Council Meeting: June 14, 2018 Prepared By: Brad Martens Topic: Master Partnership Contract – State of Minnesota Action Required: Approval Summary: The Master Partnership Contract agreement between MnDOT and the City of Corcoran has expired and needs to be updated. The agreement provides a framework between MnDOT and the City for state contracted testing services to facilitate services and payment to each other. Material quality assurance testing is a requirement for State Aid funded projects. This is the preferred method and less expensive than hiring a consultant for bituminous or concrete plant inspections. Financial/Budget: The Master Partnership Contract is an umbrella agreement outlining the process for collaborating on projects. Individual work orders would outline specific financial details on any future collaborative projects. Alignment with Values: This item relates to the following adopted values: Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Council Action: Approve Resolution 2018-43 Approving Master Partnership Contract with the State of Minnesota. Attachments: 1.Resolution Approving Master Partnership Contract with the State of Minnesota 2.Master Partnership Contract City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-43 Page 1 of 2 Motion By: Seconded By: A RESOLUTION APPROVING MASTER PARTNERSHIP CONTRACT WITH THE STATE OF MINNESOTA WHEREAS, The Minnesota Department of Transportation wishes to cooperate closely with local units of government to coordinate the delivery of transportation services and maximize the efficient delivery of such services at all levels of government; and WHEREAS, MnDOT and local governments are authorized by Minnesota Statutes sections 471.59, 174.02, and 161.20, to undertake collaborative efforts for the design, construction, maintenance and operation of state and local roads; and WHEREAS, the parties wish to be able to respond quickly and efficiently to such opportunities for collaboration, and have determined that having the ability to write “work orders” against a master contract would provide the greatest speed and flexibility in responding to identified needs. NOW THEREFORE BE IT RESOLVED, the City Council of the City of Corcoran approves the following: 1. That the City of Corcoran enter into a Master Partnership Contract with the Minnesota Department of Transportation, a copy of which was before the City Council. 2. That the proper City officers are authorized to execute such contract, and any amendments thereto. 3. That the City Administrator is authorized to negotiate work order contracts pursuant to the Master Contract, which work order contracts may provide for payment to or from MnDOT, and that the City Administrator may execute such work order contracts on behalf of the City of Corcoran without further approval by this City Council. VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 14th day of June, 2018. City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-43 Page 2 of 2 ________________________________ Ron Thomas - Mayor ATTEST: ____________________________________ Jessica Beise – City Clerk/Administrative Services Coordinator City Seal MnDOT Contract Number: 1028127 STATE OF MINNESOTA AND CITY OF CORCORAN MASTER PARTNERSHIP CONTRACT This master contract is between the State of Minnesota, acting through its Commissioner of Transportation in this contract referred to as the “State” and the City of Corcoran acting through its City Council, in this contract referred to as the “Local Government." Recitals 1. The parties are authorized to enter into this contract pursuant to Minnesota Statutes, §§15.061, 471.59 and 174.02. 2. Minn. Stat. § 161.20, subd. 2, authorizes the Commissioner of Transportation to make arrangements with and cooperate with any governmental authority for the purposes of constructing, maintaining and improving the trunk highway system. 3. Each party to this contract is a “road authority” as defined by Minn. Stat. §160.02, subd. 25. 4. Minn. Stat. § 161.39, subd. 1, authorizes a road authority to perform work for another road authority. Such work may include providing technical and engineering advice, assistance and supervision, surveying, preparing plans for the construction or reconstruction of roadways, and performing roadway maintenance. 5. Minn. Stat. §174.02, subd. 6, authorizes the Commissioner of Transportation to enter into contracts with other governmental entities for research and experimentation; for sharing facilities, equipment, staff, data, or other means of providing transportation-related services; or for other cooperative programs that promote efficiencies in providing governmental services, or that further development of innovation in transportation for the benefit of the citizens of Minnesota. 6. Each party wishes to occasionally purchase services from the other party, which the parties agree will enhance the efficiency of delivering governmental services at all levels. This Master Partnership Contract (MPC) provides a framework for the efficient handling of such requests. This MPC contains terms generally governing the relationship between the parties. When specific services are requested, the parties will (unless otherwise specified) enter into a “Work Order” contracts. 7. After the execution of this MPC, the parties may (but are not required to) enter into “Work Order” contracts. These Work Orders will specify the work to be done, timelines for completion, and compensation to be paid for the specific work. 8. The parties are entering into this MPC to establish terms that will govern all of the Work Orders subsequently issued under the authority of this Contract. Master Partnership Contract 1. Term of Master Partnership Contract; Use of Work Order Contracts; Survival of Terms 1.1. Effective Date: This contract will be effective on the date last signed by the Local Government, and all State officials as required under Minn. Stat. § 16C.05, subd. 2. 1.2. A party must not accept work under this Contract until it is fully executed. 1.3. Expiration Date. This Contract will expire on June 30, 2022. Page 1 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 1.4. Work Order Contracts. A work order contract must be negotiated and executed (by both the State and the Local Government) for each particular engagement, except for Technical Services provided by the State to the Local Government as specified in Article 2. The work order contract must specify the detailed scope of work and deliverables for that project. A party must not begin work under a work order until the work order is fully executed. The terms of this MPC will apply to all work orders contracts issued, unless specifically varied in the work order. The Local Government understands that this MPC is not a guarantee of any payments or work order assignments, and that payments will only be issued for work actually performed under fully-executed work orders. 1.5. Survival of Terms. The following clauses survive the expiration or cancellation of this master contract and all work order contracts: 12. Liability; 13. State Audits; 14. Government Data Practices and Intellectual Property; 17. Publicity; 18. Governing Law, Jurisdiction, and Venue; and 22. Data Disclosure. All terms of this MPC will survive with respect to any work order contract issued prior to the expiration date of the MPC. 1.6. Sample Work Order. A sample work order contract is available upon request from the State. 1.7. Definition of “Providing Party” and “Requesting Party”. For the purpose of assigning certain duties and obligations in the MPC to work order contracts, the following definitions will apply throughout the MPC. “Requesting Party” is defined as the party requesting the other party to perform work under a work order contract. “Providing Party” is defined as the party performing the scope of work under a work order contract. 2. Technical Services 2.1. Technical Services include repetitive low-cost services routinely performed by the State for the Local Government. These services may be performed by the State for the Local Government without the execution of a work order, as these services are provided in accordance with standardized practices and processes and do not require a detailed scope of work. Exhibit A – Table of Technical Services is attached. 2.1.1. Every other service not falling under the services listed in Exhibit A will require a work order contract. 2.2. The Local Government may request the State to perform Technical Services in an informal manner, such as by the use of email, a purchase order, or by delivering materials to a State lab and requesting testing. A request may be made via telephone, but will not be considered accepted unless acknowledged in writing by the State. 2.3. The State will promptly inform the Local Government if the State will be unable to perform the requested Technical Services. Otherwise, the State will perform the Technical Services in accordance with the State’s normal processes and practices, including scheduling practices taking into account the availability of State staff and equipment. 2.4. Payment Basis. Unless otherwise agreed to by the parties prior to performance of the services, the State will charge the Local Government the State’s then-current rate for performing the Technical Services. The then-current rate may include the State’s normal and customary additives. The State will invoice the Local Government upon completion of the services, or at regular intervals not more than once monthly as agreed upon by the parties. The invoice will provide a summary of the Technical Services provided by the State during the invoice period. 3. Services Requiring A Work Order Contract 3.1. Work Order Contracts: A party may request the other party to perform any of the following services under individual work order contracts. Page 2 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 3.2. Professional and Technical Services. A party may provide professional and technical services upon the request of the other party. As defined by Minn. Stat. §16C.08, subd. 1, professional/technical services “means services that are intellectual in character, including consultation, analysis, evaluation, prediction, planning, programming, or recommendation; and result in the production of a report or completion of a task.” Professional and technical services do not include providing supplies or materials except as incidental to performing such services. Professional and technical services include (by way of example and without limitation) engineering services, surveying, foundation recommendations and reports, environmental documentation, right-of-way assistance (such as performing appraisals or providing relocation assistance, but excluding the exercise of the power of eminent domain), geometric layouts, final construction plans, graphic presentations, public relations, and facilitating open houses. A party will normally provide such services with its own personnel; however, a party’s professional/technical services may also include hiring and managing outside consultants to perform work provided that a party itself provides active project management for the use of such outside consultants. 3.3. Roadway Maintenance. A party may provide roadway maintenance upon the request of the other party. Roadway maintenance does not include roadway reconstruction. This work may include but is not limited to snow removal, ditch spraying, roadside mowing, bituminous mill and overlay (only small projects), seal coat, bridge hits, major retaining wall failures, major drainage failures, and message painting. All services must be performed by an employee with sufficient skills, training, expertise or certification to perform such work, and work must be supervised by a qualified employee of the party performing the work. 3.4. Construction Administration. A party may administer roadway construction projects upon the request of the other party. Roadway construction includes (by way of example and without limitation) the construction, reconstruction, or rehabilitation of mainline, shoulder, median, pedestrian or bicycle pathway, lighting and signal systems, pavement mill and overlays, seal coating, guardrail installation, and channelization. These services may be performed by the Providing Party’s own forces, or the Providing Party may administer outside contracts for such work. Construction administration may include letting and awarding construction contracts for such work (including state projects to be completed in conjunction with local projects). All contract administration services must be performed by an employee with sufficient skills, training, expertise or certification to perform such work. 3.5. Emergency Services. A party may provide aid upon request of the other party in the event of a man-made disaster, natural disaster or other act of God. Emergency services includes all those services as the parties mutually agree are necessary to plan for, prepare for, deal with, and recover from emergency situations. These services include, without limitation, planning, engineering, construction, maintenance, and removal and disposal services related to things such as road closures, traffic control, debris removal, flood protection and mitigation, sign repair, sandbag activities and general cleanup. Work will be performed by an employee with sufficient skills, training, expertise or certification to perform such work, and work must be supervised by a qualified employee of the party performing the work. If it is not feasible to have an executed work order prior to performance of the work, the parties will promptly confer to determine whether work may be commenced without a fully-executed work order in place. If work commences without a fully-executed work order, the parties will follow up with execution of a work order as soon as feasible. 3.6. When a need is identified, the State and the Local Government will discuss the proposed work and the resources needed to perform the work. If a party desires to perform such work, the parties will negotiate the specific and detailed work tasks and cost. The State will then prepare a work order contract. Generally, a work order contract will be limited to one specific project/engagement, although “on call” work orders may be prepared for certain types of services, especially for “Technical Services” items as identified section 2.1.. The work order will also identify specific deliverables required, and timeframes for completing work. A work order must be fully executed by the parties prior to work being commenced. Page 3 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 The Local Government will not be paid for work performed prior to execution of a work order contract and authorization by the State. 4. Responsibilities of the Providing Party 4.1. Terms Applicable to ALL Work Order Contracts. The terms in this section 4.1 will apply to ALL work order contracts. 4.1.1. Each work order will identify an Authorized Representative for each party. Each party’s authorized representative is responsible for administering the work order, and has the authority to make any decisions regarding the work, and to give and receive any notices required or permitted under this MPC or the work order. 4.1.2. The Providing Party will furnish and assign a publicly employed licensed engineer (Project Engineer), to be in responsible charge of the project(s) and to supervise and direct the work to be performed under each work order contract. For services not requiring an engineer, the Providing Party will furnish and assign another responsible employee to be in charge of the project. The services of the Providing Party under a work order contract may not be otherwise assigned, sublet, or transferred unless approved in writing by the Requesting Party’s authorized representative. This written consent will in no way relieve the Providing Party from its primary responsibility for the work. 4.1.3. If the Local Government is the Providing Party, the Project Engineer may request in writing specific engineering and/or technical services from the State, pursuant to Minn. Stat. Section 161.39. The work order Contract will require the Local Government to deposit payment in advance. The costs and expenses will include the current State additives and overhead rates, subject to adjustment based on actual direct costs that have been verified by audit. 4.1.4. Only the receipt of a fully executed work order contract authorizes the Providing Party to begin work on a project. Any and all effort, expenses, or actions taken by the Providing Party before the work order contract is fully executed are considered unauthorized and undertaken at the risk of non-payment. 4.1.5. In connection with the performance of this contract and any work orders issued, the Providing Agency will comply with all applicable Federal and State laws and regulations. When the Providing Party is authorized or permitted to award contracts in connection with any work order, the Providing Party will require and cause its contractors and subcontractors to comply with all Federal and State laws and regulations. 4.2. Additional Terms for Roadway Maintenance. The terms of section 4.1 and this section 4.2 will apply to all work orders for Roadway Maintenance. 4.2.1. Unless otherwise provided for by contract or work order, the Providing Party must obtain all permits and sanctions that may be required for the proper and lawful performance of the work. 4.2.2. The Providing Party must perform maintenance in accordance with MnDOT maintenance manuals, policies and operations. 4.2.3. The Providing Party must use State-approved materials, including (by way of example and without limitation), sign posts, sign sheeting, and de-icing and anti-icing chemicals. 4.3. Additional Terms for Construction Administration. The terms of section 4.1 and this section 4.3 will apply to all work order contracts for construction administration. 4.3.1. Contract(s) must be awarded to the lowest responsible bidder or best value proposer in accordance with state law. Page 4 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 4.3.2. Contractor(s) must be required to post payment and performance bonds in an amount equal to the contract amount. The Providing Party will take all necessary action to make claims against such bonds in the event of any default by the contractor. 4.3.3. Contractor(s) must be required to perform work in accordance with the latest edition of the Minnesota Department of Transportation Standard Specifications for Construction. 4.3.4. For work performed on State right-of-way, contractor(s) must be required to indemnify and hold the State harmless against any loss incurred with respect to the performance of the contracted work, and must be required to provide evidence of insurance coverage commensurate with project risk. 4.3.5. Contractor(s) must pay prevailing wages pursuant to applicable state and federal law. 4.3.6. Contractor(s) must comply with all applicable Federal, and State laws, ordinances and regulations, including but not limited to applicable human rights/anti-discrimination laws and laws concerning the participation of Disadvantaged Business Enterprises in federally-assisted contracts. 4.3.7. Unless otherwise agreed in a work order contract, each party will be responsible for providing rights of way, easement, and construction permits for its portion of the improvements. Each party will, upon the other’s request, furnish copies of right of way certificates, easements, and construction permits. 4.3.8. The Providing Party may approve minor changes to the Requesting Party’s portion of the project work if such changes do not increase the Requesting Party’s cost obligation under the applicable work order contract. 4.3.9. The Providing Party will not approve any contractor claims for additional compensation without the Requesting Party’s written approval, and the execution of a proper amendment to the applicable work order contract when necessary. The Local Government will tender the processing and defense of any such claims to the State upon the State’s request. 4.3.10. The Local Government must coordinate all trunk highway work affecting any utilities with the State’s Utilities Office. 4.3.11. The Providing Party must coordinate all necessary detours with the Requesting Party. 4.3.12. If the Local Government is the Providing Party, and there is work performed on the trunk highway right-of-way, the following will apply: 4.3.12.1 The Local Government will have a permit to perform the work on the trunk highway. The State may revoke this permit if the work is not being performed in a safe, proper and skillful manner, or if the contractor is violating the terms of any law, regulation, or permit applicable to the work. The State will have no liability to the Local Government, or its contractor, if work is suspended or stopped due to any such condition or concern. 4.3.12.2 The Local Government will require its contractor to conduct all traffic control in accordance with the Minnesota Manual on Uniform Traffic Control Devices. 4.3.12.3 The Local Government will require its contractor to comply with the terms of all permits issued for the project including, but not limited to, National Pollutant Discharge Elimination System (NPDES) and other environmental permits. 4.3.12.4 All improvements constructed on the State’s right-of-way will become the property of the State. 5. Responsibilities of the Requesting Party Page 5 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 5.1. After authorizing the Providing Party to begin work, the Requesting Party will furnish any data or material in its possession relating to the project that may be of use to the Providing Party in performing the work. 5.2. All such data furnished to the Providing Party will remain the property of the Requesting Party and will be promptly returned upon the Requesting Party’s request or upon the expiration or termination of this contract (subject to data retention requirements of the Minnesota Government Data Practices Act and other applicable law). 5.3. The Providing Party will analyze all such data furnished by the Requesting Party. If the Providing Party finds any such data to be incorrect or incomplete, the Providing Party will bring the facts to the attention of the Requesting Party before proceeding with the part of the project affected. The Providing Party will investigate the matter, and if it finds that such data is incorrect or incomplete, it will promptly determine a method for furnishing corrected data. Delay in furnishing data will not be considered justification for an adjustment in compensation. 5.4. The State will provide to the Local Government copies of any Trunk Highway fund clauses to be included in the bid solicitation and will provide any required Trunk Highway fund provisions to be included in the Proposal for Highway Construction, that are different from those required for State Aid construction. 5.5. The Requesting Party will perform final reviews and inspections of its portion of the project work. If the work is found to have been completed in accordance with the work order contract, the Requesting Party will promptly release any remaining funds due the Providing Party for the Project(s). 5.6. The work order contracts may include additional responsibilities to be completed by the Requesting Party. 6. Time In the performance of project work under a work order contract, time is of the essence. 7. Consideration and Payment 7.1. Consideration. The Requesting Party will pay the Providing Party as specified in the work order. The State’s normal and customary additives will apply to work performed by the State, unless otherwise specified in the work order. The State’s normal and customary additives will not apply if the parties agree to a “lump sum” or “unit rate” payment. 7.2. State’s Maximum Obligation. The total compensation to be paid by the State to the Local Government under all work order contracts issued pursuant to this MPC will not exceed $500,000.00. 7.3. Travel Expenses. It is anticipated that all travel expenses will be included in the base cost of the Providing Party’s services, and unless otherwise specifically set forth in an applicable work order contract, the Providing Party will not be separately reimbursed for travel and subsistence expenses incurred by the Providing Party in performing any work order contract. In those cases where the State agrees to reimburse travel expenses, such expenses will be reimbursed in the same manner and in no greater amount than provided in the current "MnDOT Travel Regulations” a copy of which is on file with and available from the MnDOT District Office. The Local Government will not be reimbursed for travel and subsistence expenses incurred outside of Minnesota unless it has received the State’s prior written approval for such travel. 7.4. Payment. 7.4.1. Generally. The Requesting Party will pay the Providing Party as specified in the applicable work order, and will make prompt payment in accordance with Minnesota law. 7.4.2. Payment by the Local Government. Page 6 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 7.4.2.1. The Local Government will make payment to the order of the Commissioner of Transportation. 7.4.2.2. IMPORTANT NOTE: PAYMENT MUST REFERENCE THE “MNDOT CONTRACT NUMBER” SHOWN ON THE FACE PAGE OF THIS CONTRACT AND THE “INVOICE NUMBER” ON THE INVOICE RECEIVED FROM MNDOT. 7.4.2.3. Remit payment to the address below: MnDOT Attn: Cash Accounting RE: MnDOT Contract Number 1028127 and Invoice Number ###### Mail Stop 215 395 John Ireland Blvd St. Paul, MN 55155 7.4.3. Payment by the State. 7.4.3.1. Generally. The State will promptly pay the Local Government after the Local Government presents an itemized invoice for the services actually performed and the State's Authorized Representative accepts the invoiced services. Invoices must be submitted as specified in the applicable work order, but no more frequently than monthly. 7.4.3.2. Retainage for Professional and Technical Services. For work orders for professional and technical services, as required by Minn. Stat. § 16C.08, subd. 2(10), no more than 90 percent of the amount due under any work order contract may be paid until the final product of the work order contract has been reviewed by the State’s authorized representative. The balance due will be paid when the State’s authorized representative determines that the Local Government has satisfactorily fulfilled all the terms of the work order contract. 8. Conditions of Payment All work performed by the Providing Party under a work order contract must be performed to the Requesting Party’s satisfaction, as determined at the sole and reasonable discretion of the Requesting Party’s Authorized Representative and in accordance with all applicable federal and state laws, rules, and regulations. The Providing Party will not receive payment for work found by the State to be unsatisfactory or performed in violation of federal or state law. 9. Local Government’s Authorized Representative and Project Manager; Authority to Execute Work Order Contracts 9.1. The Local Government’s Authorized Representative for administering this master contract is the Local Government’s Engineer, and the Engineer has the responsibility to monitor the Local Government’s performance. The Local Government’s Authorized Representative is also authorized to execute work order contracts on behalf of the Local Government without approval of each proposed work order contract by its governing body. 9.2. The Local Government’s Project Manager will be identified in each work order contract. 10. State’s Authorized Representative and Project Manager 10.1. The State's Authorized Representative for this master contract is the District State Aid Engineer, who has the responsibility to monitor the State’s performance. 10.2. The State’s Project Manager will be identified in each work order contract. Page 7 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 11. Assignment, Amendments, Waiver, and Contract Complete 11.1. Assignment. Neither party may assign or transfer any rights or obligations under this MPC or any work order contract without the prior consent of the other and a fully executed Assignment Contract, executed and approved by the same parties who executed and approved this MPC, or their successors in office. 11.2. Amendments. Any amendment to this master contract or any work order contract must be in writing and will not be effective until it has been executed and approved by the same parties who executed and approved the original contract, or their successors in office. 11.3. Waiver. If a party fails to enforce any provision of this master contract or any work order contract, that failure does not waive the provision or the party’s right to subsequently enforce it. 11.4. Contract Complete. This master contract and any work order contract contain all negotiations and contracts between the State and the Local Government. No other understanding regarding this master contract or any work order contract issued hereunder, whether written or oral may be used to bind either party. 12. Liability. Each party will be responsible for its own acts and omissions to the extent provided by law. The Local Government’s liability is governed by Minn. Stat. chapter 466 and other applicable law. The State’s liability is governed by Minn. Stat. section 3.736 and other applicable law. This clause will not be construed to bar any legal remedies a party may have for the other party’s failure to fulfill its obligations under this master contract or any work order contract. Neither party agrees to assume any environmental liability on behalf of the other party. A Providing Party under any work order is acting only as a “Contractor” to the Requesting Party, as the term “Contractor” is defined in Minn. Stat. §115B.03 (subd. 10), and is entitled to the protections afforded to a “Contractor” by the Minnesota Environmental Response and Liability Act. The parties specifically intend that Minn. Stat. §471.59 subd. 1a will apply to any work undertaken under this MPC and any work order issued hereunder. 13. State Audits Under Minn. Stat. § 16C.05, subd. 5, the party’s books, records, documents, and accounting procedures and practices relevant to any work order contract are subject to examination by the parties and by the State Auditor or Legislative Auditor, as appropriate, for a minimum of six years from the end of this MPC. 14. Government Data Practices and Intellectual Property 14.1. Government Data Practices. The Local Government and State must comply with the Minnesota Government Data Practices Act, Minn. Stat. Ch. 13, as it applies to all data provided by the State under this MPC and any work order contract, and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Local Government under this MPC and any work order contract. The civil remedies of Minn. Stat. § 13.08 apply to the release of the data referred to in this clause by either the Local Government or the State. 14.2. Intellectual Property Rights 14.2.1. Intellectual Property Rights. The Requesting Party will own all rights, title, and interest in all of the intellectual property rights, including copyrights, patents, trade secrets, trademarks, and service marks in the Works and Documents created and paid for under work order contracts. Works means all inventions, improvements, discoveries (whether or not patentable), databases, computer programs, reports, notes, studies, photographs, negatives, designs, drawings, specifications, materials, tapes, and disks conceived, reduced to practice, created or originated by the Providing Party, its employees, agents, and subcontractors, either individually or jointly with others in the performance of this master contract or any work order contract. Works includes “Documents.” Documents are the originals of any databases, computer programs, reports, notes, Page 8 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 studies, photographs, negatives, designs, drawings, specifications, materials, tapes, disks, or other materials, whether in tangible or electronic forms, prepared by the Providing Party, its employees, agents, or contractors, in the performance of a work order contract. The Documents will be the exclusive property of the Requesting Party and all such Documents must be immediately returned to the Requesting Party by the Providing Party upon completion or cancellation of the work order contract. To the extent possible, those Works eligible for copyright protection under the United States Copyright Act will be deemed to be “works made for hire.” The Providing Party Government assigns all right, title, and interest it may have in the Works and the Documents to the Requesting Party. The Providing Party must, at the request of the Requesting Party, execute all papers and perform all other acts necessary to transfer or record the Requesting Party’s ownership interest in the Works and Documents. Notwithstanding the foregoing, the Requesting Party grants the Providing Party an irrevocable and royalty-free license to use such intellectual property for its own non-commercial purposes, including dissemination to political subdivisions of the state of Minnesota and to transportation-related agencies such as the American Association of State Highway and Transportation Officials. 14.2.2. Obligations with Respect to Intellectual Property. 14.2.2.1. Notification. Whenever any invention, improvement, or discovery (whether or not patentable) is made or conceived for the first time or actually or constructively reduced to practice by the Providing Party, including its employees and subcontractors, in the performance of the work order contract, the Providing Party will immediately give the Requesting Party’s Authorized Representative written notice thereof, and must promptly furnish the Authorized Representative with complete information and/or disclosure thereon. 14.2.2.2. Representation. The Providing Party must perform all acts, and take all steps necessary to ensure that all intellectual property rights in the Works and Documents are the sole property of the Requesting Party, and that neither Providing Party nor its employees, agents or contractors retain any interest in and to the Works and Documents. 15. Affirmative Action The State intends to carry out its responsibility for requiring affirmative action by its Contractors, pursuant to Minn. Stat. §363A.36. Pursuant to that Statute, the Local Government is encouraged to prepare and implement an affirmative action plan for the employment of minority persons, women, and the qualified disabled, and submit such plan to the Commissioner of the Minnesota Department of Human Rights. In addition, when the Local Government lets a contract for the performance of work under a work order issued pursuant to this MPC, it must include the following in the bid or proposal solicitation and any contracts awarded as a result thereof: 15.1. Covered Contracts and Contractors. If the Contract exceeds $100,000 and the Contractor employed more than 40 full-time employees on a single working day during the previous 12 months in Minnesota or in the state where it has its principle place of business, then the Contractor must comply with the requirements of Minn. Stat. § 363A.36 and Minn. R. Parts 5000.3400-5000.3600. A Contractor covered by Minn. Stat. § 363A.36 because it employed more than 40 full-time employees in another state and does not have a certificate of compliance, must certify that it is in compliance with federal affirmative action requirements. 15.2. Minn. Stat. § 363A.36. Minn. Stat. § 363A.36 requires the Contractor to have an affirmative action plan for the employment of minority persons, women, and qualified disabled individuals approved by the Minnesota Commissioner of Human Rights (“Commissioner”) as indicated by a certificate of compliance. The law addresses suspension or revocation of a certificate of compliance and contract consequences in that event. A contract awarded without a certificate of compliance may be voided. 15.3. Minn. R. Parts 5000.3400-5000.3600. Page 9 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 15.3.1. General. Minn. R. Parts 5000.3400-5000.3600 implement Minn. Stat. § 363A.36. These rules include, but are not limited to, criteria for contents, approval, and implementation of affirmative action plans; procedures for issuing certificates of compliance and criteria for determining a contractor’s compliance status; procedures for addressing deficiencies, sanctions, and notice and hearing; annual compliance reports; procedures for compliance review; and contract consequences for non-compliance. The specific criteria for approval or rejection of an affirmative action plan are contained in various provisions of Minn. R. Parts 5000.3400-5000.3600 including, but not limited to, parts 5000.3420-5000.3500 and 5000.3552-5000.3559. 15.3.2. Disabled Workers. The Contractor must comply with the following affirmative action requirements for disabled workers: 15.3.2.1. The Contractor must not discriminate against any employee or applicant for employment because of physical or mental disability in regard to any position for which the employee or applicant for employment is qualified. The Contractor agrees to take affirmative action to employ, advance in employment, and otherwise treat qualified disabled persons without discrimination based upon their physical or mental disability in all employment practices such as the following: employment, upgrading, demotion or transfer, recruitment, advertising, layoff or termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. 15.3.2.2. The Contractor agrees to comply with the rules and relevant orders of the Minnesota Department of Human Rights issued pursuant to the Minnesota Human Rights Act. 15.3.2.3. In the event of the Contractor's noncompliance with the requirements of this clause, actions for noncompliance may be taken in accordance with Minn. Stat. Section 363A.36, and the rules and relevant orders of the Minnesota Department of Human Rights issued pursuant to the Minnesota Human Rights Act. 15.3.2.4. The Contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices in a form to be prescribed by the commissioner of the Minnesota Department of Human Rights. Such notices must state the Contractor's obligation under the law to take affirmative action to employ and advance in employment qualified disabled employees and applicants for employment, and the rights of applicants and employees. 15.3.2.5. The Contractor must notify each labor union or representative of workers with which it has a collective bargaining agreement or other contract understanding, that the Contractor is bound by the terms of Minn. Stat. Section 363A.36, of the Minnesota Human Rights Act and is committed to take affirmative action to employ and advance in employment physically and mentally disabled persons. 15.3.3. Consequences. The consequences for the Contractor’s failure to implement its affirmative action plan or make a good faith effort to do so include, but are not limited to, suspension or revocation of a certificate of compliance by the Commissioner, refusal by the Commissioner to approve subsequent plans, and termination of all or part of this contract by the Commissioner or the State. 15.3.4. Certification. The Contractor hereby certifies that it is in compliance with the requirements of Minn. Stat. § 363A.36 and Minn. R. Parts 5000.3400-5000.3600 and is aware of the consequences for noncompliance. 16. Workers’ Compensation Each party will be responsible for its own employees for any workers compensation claims. This MPC, and any work order contracts issued hereunder, are not intended to constitute an interchange of government employees under Minn. Stat. §15.53. To the extent that this MPC, or any work order issued hereunder, is determined to be Page 10 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 subject to Minn. Stat. §15.53, such statute will control to the extent of any conflict between the contract and the statute. 17. Publicity 17.1. Publicity. Any publicity regarding the subject matter of a work order contract where the State is the Requesting Party must identify the State as the sponsoring agency and must not be released without prior written approval from the State’s Authorized Representative. For purposes of this provision, publicity includes notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the Local Government individually or jointly with others, or any subcontractors, with respect to the program, publications, or services provided resulting from a work order contract. 17.2. Data Practices Act. Section 17.1 is not intended to override the Local Government’s responsibilities under the Minnesota Government Data Practices Act. 18. Governing Law, Jurisdiction, and Venue Minnesota law, without regard to its choice-of-law provisions, governs this master contract and all work order contracts. Venue for all legal proceedings out of this master contract or any work order contracts, or the breach of any such contracts, must be in the appropriate state or federal court with competent jurisdiction in Ramsey County, Minnesota. 19. Prompt Payment; Payment to Subcontractors The parties must make prompt payment of their obligations in accordance with applicable law. As required by Minn. Stat. § 16A.1245, when the Local Government lets a contract for work pursuant to any work order, the Local Government must require its contractor to pay all subcontractors, less any retainage, within 10 calendar days of the prime contractor's receipt of payment from the Local Government for undisputed services provided by the subcontractor(s) and must pay interest at the rate of one and one-half percent per month or any part of a month to the subcontractor(s) on any undisputed amount not paid on time to the subcontractor(s). 20. Minn. Stat. § 181.59. The Local Government will comply with the provisions of Minn. Stat. § 181.59 which requires: Every contract for or on behalf of the state of Minnesota, or any county, city, town, township, school, school district, or any other district in the state, for materials, supplies, or construction shall contain provisions by which the Contractor agrees: (1) That, in the hiring of common or skilled labor for the performance of any work under any contract, or any subcontract, no contractor, material supplier, or vendor, shall, by reason of race, creed, or color, discriminate against the person or persons who are citizens of the United States or resident aliens who are qualified and available to perform the work to which the employment relates; (2) That no contractor, material supplier, or vendor, shall, in any manner, discriminate against, or intimidate, or prevent the employment of any person or persons identified in clause (1) of this section, or on being hired, prevent, or conspire to prevent, the person or persons from the performance of work under any contract on account of race, creed, or color; (3) That a violation of this section is a misdemeanor; and (4) That this contract may be canceled or terminated by the state, county, city, town, school board, or any other person authorized to grant the contracts for employment, and all money due, or to become due under the contract, may be forfeited for a second or any subsequent violation of the terms or conditions of this contract. 21. Termination; Suspension 21.1. Termination by the State for Convenience. The State or commissioner of Administration may cancel this MPC and any work order contracts at any time, with or without cause, upon 30 days written notice to the Local Government. Upon termination, the Local Government and the State will be entitled to payment, determined on a pro rata basis, for services satisfactorily performed. 21.2. Termination by the Local Government for Convenience. The Local Government may cancel this MPC and any work order contracts at any time, with or without cause, upon 30 days written notice to the State. Page 11 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 Upon termination, the Local Government and the State will be entitled to payment, determined on a pro rata basis, for services satisfactorily performed. 21.3. Termination for Insufficient Funding. The State may immediately terminate or suspend this MPC and any work order contract if it does not obtain funding from the Minnesota legislature or other funding source; or if funding cannot be continued at a level sufficient to allow for the payment of the services covered here. Termination or suspension must be by written or fax notice to the Local Government. The State is not obligated to pay for any services that are provided after notice and effective date of termination or suspension. However, the Local Government will be entitled to payment, determined on a pro rata basis, for services satisfactorily performed to the extent that funds are available. The State will not be assessed any penalty if the master contract or work order is terminated because of the decision of the Minnesota legislature or other funding source, not to appropriate funds. The State must provide the Local Government notice of the lack of funding within a reasonable time of the State’s receiving that notice. 22. Data Disclosure Under Minn. Stat. §270C.65, subd. 3, and other applicable law, the Local Government consents to disclosure of its federal employer tax identification number, and/or Minnesota tax identification number, already provided to the State, to federal and state tax agencies and state personnel involved in the payment of state obligations. These identification numbers may be used in the enforcement of federal and state tax laws which could result in action requiring the Local Government to file state tax returns and pay delinquent state tax liabilities, if any. 23. Defense of Claims and Lawsuits If any lawsuit or claim is filed by a third party (including but not limited to the Local Government’s contractors and subcontractors), arising out of trunk highway work performed pursuant to a valid work order issued under this MPC, the Local Government will, at the discretion of and upon the request of the State, tender the defense of such claims to the State or allow the State to participate in the defense of such claims. The Local Government will, however, be solely responsible for defending any lawsuit or claim, or any portion thereof, when the claim or cause of action asserted is based on its own acts or omissions in performing or supervising the work. The Local Government will not purport to represent the State in any litigation, settlement, or alternative dispute resolution process. The State will not be responsible for any judgment entered against the Local Government, and will not be bound by the terms of any settlement entered into by the Local Government except with the written approval of the Attorney General and the Commissioner of Transportation and pursuant to applicable law. 24. Additional Provisions [The balance of this page has intentionally been left blank – signature page follows] Page 12 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) MnDOT Contract Number: 1028127 LOCAL GOVERNMENT COMMISSIONER OF TRANSPORTATION The Local Government certifies that the appropriate person(s) have executed the contract on behalf of the Local Government as required by applicable ordinance, resolution, or charter provision. By: By: (with delegated authority) Title: Title Assistant Commissioner or Assistant Division Director Date: Date: By: COMMISSIONER OF ADMINISTRATION As delegated to Materials Management Division Title By: Date: Date: Page 13 of 13 CM Master Partnership Contract (CM Rev. 04/10/2017) Page 1 of 4 MPC Program FY 2017-2022 Exhibit A - Table of Tech Serv Used with TA98 Project IDs If a source code is not on this list, a work order is needed. Date: 04/20/2017 If a source code is not on this list, a work order is needed. Source Code Title Description 0032 Business Unit Management All expenses of business/office managers for general management and administration of support functions. includes administering central facilities maintenance and facilities capital budgets. 0152 Support Services Work that supports general office management, system management such as entering data into SWIFT, PPMS, PUMA and other MnDOT systems, attending staff meetings and other indirect support activities. 0400 Equipment Calibration-Mat Insp Use when performing periodic equipment calibration for equipment used in the materials lab or on construction projects. 0600 General Training Attended All costs (time, registration, materials, travel expenses, etc.) for attending or participating informal or informal training, including conferences that primarily provide training. 1182 Soils/Foundation Field/Laboratory Tests All laboratory testing necessary to provide geotechnical information to complete roadway soils recommendations and approvals for use in the development of Final Design Plans and Special Provisions. Lab work includes R-value, resilient modulus, soil classification, gradation, proctor testing, unconfined compression, consolidation, direct simple shear, direct sheer, permeability and triaxial tests. 1312 Tech Assist-Outside MnDOT Use when providing technical assistance to an organization external to MnDOT. 1421 Bridge Management System Operation/Administration/Data Use for tasks related to the Bridge Management System, including operations, administration, or data entry. 1434 Structural Metals Inspection-Non DOT Reviewing shop drawings furnished by suppliers, fabricators, and contractors (working drawing or calculations), and for tasks related to structural metals inspection (materials surveys, physical and chemical laboratory testing, material inspection and engineering, and technical services in the field and offices) for local agency projects. 1501 Traffic Management System (TMS)Used by traffic operations staff for all tasks that support the RTMC's operations center (or TOCC) providing traveler information, managing incidents and monitoring the FMS. Includes dynamic message sign maintenance, ramp meter maintenance, camera maintenance, and loop detection activities. Includes maintenance activities related to any ITS or TMS device such as RTMC cables, monitor wall, switchers, routers, or modems. Use to record all costs for maintenance activities related to traffic management fiber optics. Use for tasks related to maintaining traffic operations software including minor software enhancements and fixes. Use when providing traffic operations technical assistance external to MnDOT. 1513 Traffic Management System (TMS) Integration For tasks associated with the incorporation of new and existing TMS devices (cameras, loops, DMS, and other ITS devices) into existing infrastructure to ensure proper operation. Use with the Construction/Program Delivery Appropriation. 1520 Pavement Management System For tasks related to the operation of the pavement management system, including development and maintenance/technical support. Includes tasks to meet needs external to MnDOT. 1716 Record Sampling Used by Materials and Research Section and district materials staff to verify inspector" sampling and testing procedures and checking inspectors' equipment during project construction as required by FHWA. Use when performing field tests on split sample. 1721 Traffic Sign Work Orders Use for work involved in preparing work orders for traffic signs. Use only with Maintenance Operations appropriation (T790081). Page 2 of 4 MPC Program FY 2017-2022 Exhibit A - Table of Tech Serv Used with TA98 Project IDs If a source code is not on this list, a work order is needed. Date: 04/20/2017 If a source code is not on this list, a work order is needed. Source Code Title Description 1732 Material Testing & Inspection Performing construction phase and research physical and chemical laboratory testing, and related technical services in the districts and central labs, and for performing research and construction phase non-destructive testing materials surveys, and related technical services in the field and offices. Includes detour surveys. Non-destructive tests include, skid resistance and falling weight deflectometer (FWD) testing. 1733 Concrete Plant Inspections Performing QA/QC physical testing at the plant; sampling and transporting of materials from the plant to the lab for lab testing, plant reviews, and operations; investigating plant discrepancies; and other technical services in the plant or office associated with stationary concrete plants or mobile concrete paving plant inspection. 1734 Construction Materials Inspections Performing construction phase material inspection and engineering, for structural steel, precast and pre-stressed concrete, reinforcement steel, and electrical products and related technical services in the field and office for materials to be used in multiple projects. Includes travel time, sampling, and sample delivery. Includes tasks related to reviewing shop drawings furnished by suppliers or fabricators and contractor working drawings or calculations, and for tasks related to structural metals inspection (materials surveys, physical and chemical laboratory testing, material inspection and engineering, and technical services in the field and offices). 1735 Bituminous Plant Inspection Performing QA/QC physical testing at the plant; sampling and transporting of materials from the plant to the lab for lab testing, plant reviews, and operations; investigating plant discrepancies; and other technical services in the plant or office associated with bituminous plant inspection. 1738 State Project - Specific Materials Inspection Performing material inspection for materials designated for a specific construction project (SP). Generally applies to inspection of such things as structural steel, prestressed concrete items, and most precast concrete items and for SP specific tasks related to structural metals inspection (materials surveys, physical and chemical laboratory testing, material inspection and engineering and technical services in the field and offices). 1800 Field Inspection Occasional construction project field inspection (not cyclical inspection of assets); Includes field inspection of materials such as gradations, densities/DCP, proctors, compaction, slump tests, and field air testsand collecting and transporting samples for lab tests, but not the actual laboratory verifications. 1870 Traffic Signal Maintenance This work will not substitute for or alter existing cooperative construction agreements or traffic signal maintenance agreements. Work related to the occasional repair and replacement of traffic signal system structures and all electrical maintenance for traffic signal systems including electrical power, labor, equipment materials, GSOC locates, traffic control and responses to public inquiries. 1871 Lighting Maintenance & Utilities All work related to installing, maintaining, restoring, or removing highway lighting systems and fixtures. Includes repairing, maintaining, or replacing supports necessary for roadway lighting luminaries. Includes patrol highway lighting, inspect lighting structures, electrical service for highway lighting, re-lamping, pump stations, anti-icing systems, truck roll-over warning systems and electrical repairs. Includes traffic control in support of roadway lighting activities. Use for tasks related to public inquiries/complaints, review utility billings, provide data, and conduct field reviews. 1875 Locate One Call Finding and marking locations of buried conduit, cables, hand holes, loops, etc. in order to maintain or repair the traffic management system, signal systems, or roadway lighting systems. Page 3 of 4 MPC Program FY 2017-2022 Exhibit A - Table of Tech Serv Used with TA98 Project IDs If a source code is not on this list, a work order is needed. Date: 04/20/2017 If a source code is not on this list, a work order is needed. Source Code Title Description 1876 Traffic Counting Use to record labor, equipment usage, and material costs for activities related to traffic counts made for statewide traffic monitoring or traffic operations. Includes all activities related to traffic counting, such as taking requests, assigning priorities, collecting field data, processing data, and developing new techniques for collection. 2102 Patching Related source type codes: 2103-Heavy patching, 2104-Bituminous paving, 2105-Blow patching 2142 Overhead Sign Panel Maintenance Work related to the repair and replacement of overhead sign panels, extruded sign panels mounted on I-beams, and overhead sign structures. Includes related cable locates and traffic control. Does not include structural work. 2210 Guardrail-Install/Repair/Maintenance Install, repair, or maintain low tension cable, plate beams, and end treatments; cable tension adjustments; and reflector replacement. includes related traffic control. 2222 Sign/Delineation/Marker Repair Replacing, repairing, and washing signs (including temporary stop signs). Includes re-sequencing intersection signing and repair/replace overhead and extrude signs mounted on I-beams. Includes related cable locates and traffic control. 2316 Brush & Tree Removal Maintaining, watering, trimming, and removing highway right of way tree and brush. Includes chipping of tree limbs and stump removal/grinding. Includes related traffic control. 2624 Indirect Expense Indirect shop expenses and shop equipment. Allocate to mobile equipment. 2629 Supplies & Small Tools Shop tools, small equipment, and supplies that cannot be directly charged to a mobile equipment unit. 2819 Bridge Curb, Walk And Railing Repairing and maintaining bridge curb, walk, rail, coping, and fencing connected to the rail. Includes glare screen and median barriers on bridges. Includes related traffic control. 2820 Bridge Deck Work associated with bridge deck and slab repair regardless of removal depth or type of material used for patching. Includes deck or slab overlays and replacements and underside deck delamination. Includes related traffic control. 2822 Miscellaneous Bridge Maintenance This source code does not include replacement or major repair. Miscellaneous maintenance tasks performed on a specific bridge or structure not covered by other source codes. Includes minor repairs and simple fixes on items such as stairways, drains, fencing, light bases, transient guards, and access doors. Includes transient removal, ordering materials, and picking up equipment. Includes related traffic control. 2824 Bridge Inspection-Non-Federal All tasks related to inventory, inspection, and load capacity rating work done on trunk highway bridges to meet the requirements of the National Bridge Inspection System and/or Minnesota Bridge Safety Inspection Program or for billing to local governments. Includes related inspection reports and deck condition surveys. 2827 Bridge Expansion, Relief Joints All maintenance tasks associated with bridge expansion joints, except joint reestablishment. Includes tightening expansion device bolts and replacing seal glands. Includes related traffic control. 2828 Bridge Inspection-Federal Fund All bridge inspection tasks for non-MnDOT bridges funded by the federal Fracture-Critical Bridge Program (Project Code will begin with TSL and with the local bridge number). Includes related inspection reports. For MnDOT Trunk Highway bridges (Project Code begins with TSO followed by the bridge number) and local and Department of Natural Resources (DNR) (bridge number begins with 9A follow by bridge number) bridge inspections to be billed to the local government or Department of Natural Resources (DNR) use Source Code 2824. Page 4 of 4 MPC Program FY 2017-2022 Exhibit A - Table of Tech Serv Used with TA98 Project IDs If a source code is not on this list, a work order is needed. Date: 04/20/2017 If a source code is not on this list, a work order is needed. Source Code Title Description 2829 Bridge Superstructure All tasks to repair any bridge component above the bridge seat that is not included in other source codes. Includes repairs to all types of bridge superstructure elements such as girders, beams, floor beams, trusses, stringers, t-beams, precast channels, and box girders. Includes related traffic control. 2830 Bridge Bearing Assemblies All tasks related to the repair and maintenance of fixed or expansion-bearing assemblies on bridges. Includes related traffic 2834 Waterway Maintenance All tasks related to waterway maintenance for deck bridges. Includes debris removal, waterway cleanup, channel repair, and channel protection repair that is not part of slope protection. Includes related traffic control. 2838 Bridge Deck Crack Sealing All tasks related to deck crack sealing. Includes related traffic control. 2863 Traffic Signal Inspection Work related to cyclical structural and electrical inspection and preventive maintenance checks of traffic signal systems/structures. Includes labor, equipment, materials, and traffic control. 3000 Class Of Frequency Coordination Use for frequency coordination done with APCO, AASHTO or FCCA. 3002 Radio/Electronic Infrastructure Use for the repair and preventative maintenance of all equipment associated with wireless two-way radio communications systems (includes mobile radios, portable radios, base stations, console workstations, recorders, etc.). Non-MnDOT equipment - Must use Project number assigned to requesting agency; Department of Public Safety (DPS) includes State Patrol (SP) Bureau of Criminal Apprehension (BCA), Fire Marshall); does not include Department of Natural Resources (DNR). See OSRC Project 3005 Radio - Mobile Equipment Use for the repair and preventative maintenance of all equipment associated with wireless two-way radio communications systems (includes mobile radios, portable radios, base stations, console workstations, recorders, etc.). Non-MnDOT equipment - Must use Project number assigned to requesting agency (State Patrol, DNR, BCA, Fire Marshall). See OSRC Project Code list. 3009 Radio/Electronic System Upgrade & Installation Use for the installation and other services needed to provide major system upgrades or improvements to wireless or electronic systems. Use for all work performed to correct or repair deficiencies found in a new installation. 3025 Tower/Building Maintenance Use for all tasks related to the maintenance of a tower building or site. Includes towers, buildings, generators, LP system, fencing, landscaping, grounding, ice bridge, cable management, climbing ladders, card key systems, and HVAC. 3027 Radio Programming Creating or modifying radio frequency programs and programming mobile and portable radios. Does not include mobile radios used as fixed base radios as part of the Inter-OP System (Use 3009). 3049 On Call Electronic Communications Infrastructure Maintenance To be used by Statewide Radio Communications personnel to record on-call time. STAFF REPORT Agenda Item 6f. Council Meeting: June 14, 2018 Prepared By: Jessica Beise Topic: Annual Liquor License and Tobacco License Renewals Action Required: Approval Summary: Annually the City licenses establishments for the sale of liquor and tobacco products. The licensees for approval have or are in the process of submitting the required application materials, insurance documentation, and payment for license renewal. For liquor licenses, the Fire Marshal will complete an inspection of the establishment to ensure there are no safety hazards. Financial/Budget: License fees are estimated annually and are a budgeted revenue source. Alignment with Values: This item relates to the following adopted values: EXCELLENCE AND QUALITY IN THE DELIVERY OF SERVICES We believe that service to the public is our reason for being and strive to deliver quality services in a highly professional, cost-effective, and friendly manner. Council Action: Approve Resolution 2018-44 Resolution Approving Tobacco, Beer, and Liquor Licenses in the City of Corcoran, Minnesota. Attachments: 1. Resolution 2018-44 Resolution Approving Tobacco, Beer, and Liquor Licenses in the City of Corcoran, Minnesota City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-44 Motion By: Seconded By: A RESOLUTION APPROVING TOBACCO, BEER, AND LIQUOR LICENSES IN THE CITY OF CORCORAN, MINNESOTA BE IT RESOLVED, by the City Council of the City of Corcoran that the following Tobacco, Liquor, and 3.2 Malt Liquor Licenses are granted effective July 1, 2018, through June 30, 2019, to the following Establishments and Licensees provided the appropriate payment, application, and insurance documents are submitted and the Fire Marshal completes an inspection of liquor license establishments to insure there are no safety hazards. ESTABLISHMENT LICENSEE LICENSES Stanchion Bar Stanchion Bar, Inc. On-Sale Liquor Off-Sale Liquor Special "On-Sale Sunday" 10-50 Club 10-50 Club On-Sale Liquor Off-Sale Liquor Special "On-Sale Sunday" Mama G’s Mama G’s Operations LLC On-Sale Liquor Off-Sale Liquor Special "On-Sale Sunday" Tobacco Corcoran Bottle Shop JDT, Inc. of MN Off-Sale Liquor Tobacco Golden Acres Golf Course Pheasant Acres Golf Club On-Sale Liquor Special “On-Sale Sunday” Shamrock Golf Course Shamrock Golf Operations LLC On-Sale 3.2 Liquor Corcoran Lion's Club Joe Andres On-Sale 3.2 Liquor Storman’s Food & Fuel Norm Burling Tobacco Corcoran Crossroads Corcoran Crossroads LLC Tobacco City of Corcoran June 14, 2018 County of Hennepin State of Minnesota RESOLUTION NO. 2018-44 VOTING AYE VOTING NAY Thomas, Ron Thomas, Ron Bottema, Jon Bottema, Jon Dejewski, Brian Dejewski, Brian Keefe, Mike Keefe, Mike LaFave, Tonya LaFave, Tonya Whereupon, said Resolution is hereby declared adopted on this 14th day of June, 2018. ___________________________ Ron Thomas - Mayor ATTEST: _________________________ City Seal Jessica Beise - City Clerk/Administrative Services Coordinator STAFF REPORT Agenda Item 6g. Council Meeting: June 14, 2018 Prepared By: Brad Martens Topic: Floor Scrubber Replacement Action Required: Approval Summary: The floor scrubber for City Hall no longer functions and requires repair or replacement. It is approximately 18 years old and parts would be approximately $2,500. I authorized the purchase of a new scrubber not to exceed $7,500. It is requested that the Council give after the fact approval. A quote is attached however staff continues to negotiate pricing. Financial/Budget: Replacement will not exceed $7,500 and will be paid out of the City Hall maintenance budget. This item was not included in the Capital Improvement Plan as it was going to be used until it did not work any longer as resale is minimal. Alignment with Values: This item relates to the following adopted values: Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Council Action: Approve the purchase of a floor scrubber for City Hall not to exceed $7,500. Attachments: 1. Quotation (State Contract) 0010 HIL56007 1 EA 7,975.00 7,975.00 SCRUB DUAL DISC TRIDENT T26SC PLUS 26IN 0020 HIL227201 1 EA "DOSING FOR HIL56005, HIL56006, HIL56007 0030 DIEEV27AA 2 EA BATTERY 12 V 114AH AGM SEAL DRY CEL ---------------------------- S & H 40.72 ---------------------------- Gross Price 8,015.72 ---------------------------- Tax and Freight charges are subject to change. Ship-to Party Address CITY HALL CORCAN 8200 County Road 116 Hamel MN 55340-2100 CITY HALL CORCAN 8200 County Road 116 Hamel MN 55340-2100 Ship To: Item Material Description Quantity Unit Price Amount Quotation Details Phone: 763 746 2800 Fax: 763 746 2850 HILLYARD / MINNEAPOLIS 274 APOLLO DRIVE LINO LAKES MN 55014 Quotation Information Quotation No.100500589 Valid from 06/07/2018 to 07/22/2018 Document Date 06/07/2018 Customer No.251969 Customer P.O. TRIDENT SCUBBER Account Manager Minneapolis Non Profit Phone Extension Ship By Ground Standard Entered By:DNYB Page 1 of 1 Customer Phone: 763-478-3167 www.hillyard.com AgendaItem 7a-b. CouncilMeetingDate: 6/14/2018 FINANCIALCLAIMS PreparedBy: jrotz CHECK RANGE FUND #500ESCROWCLAIMSAgendaItem: 7a. PaidtoAmountProjectname 500-20439$ 439.38Carson, Clelland & Schreder - BassLakeCrossingM/IHomeCR10TurnLanes17-012 500-20335$ 5,901.17Wenck - LennarEngineering 500-20376$ 50.45Wenck - ParkPlaceStorage 500-20416$ 2,324.17Wenck - SunriseSolar17-007 500-20418$ 105.60Wenck - PheasantRidgeSketch17-009 500-20423$ 1,340.21Wenck - BassLakeEstatesSketchPUD17-015 500-20436$ 10,254.22Wenck - PulteEncore - PUDSketch17-029 500-20436$ 798.70Wenck - PulteEncore - NETrunkSewer 500-20438$ 1,632.93Wenck - BassLakeCrossingM/IHome17-012Engineering 500-20439$ 3,547.09Wenck - BassLakeCrossingM/IHome17-012CR10TurnLanes Total 26,393.92 TotalFund #500 = SeeattachedPaymentsDetail) ALLOTHERFINANCIALCLAIMSAgendaItem:7b.$ 96,518.34TotalChecks SeeattachedCheckDetailRegister) TotalofAutoDeductions TOTALEXPENDITURESFORAPPROVAL$ AutoDeductions / ElectronicFundTransfer / OtherDisbursements DatePaidtoAmount 5/31/2018WireFee$ 12.00 5/22/2018Humanity$ 49.00 5/23/2018PaymentServiceFee - PropertyTax$ 0.39 5/23/2018HennepinCountyPropertyTax$ 16.92 5/23/2018Paypal - USPCA$ 50.00 5/29/2018AT&TK022Bethlehem, PA$ 84.85 5/29/2018AT&TK022Bethlehem, PA$ 87.78 5/29/2018AT&TK022Bethlehem, PA$ 96.50 5/29/2018AT&TK022Bethlehem, PA$ 111.06 5/29/2018AT&TK022Bethlehem, PA$ 111.06 6/1/2018SureBrandsGroup$ 137.50 6/1/2018DLXforSmallBusiness$ 765.60 6/6/2018COUNTRYSIDECAFÉ - MEDINA, MN$ 130.82 5/18/2018MNDeptRev - Fueltax$ 121.70 5/24/2018PaychexCGS, Garnish$ 531.14 5/24/2018NetPayrollPP11$ 43,668.05 5/25/2018PaychexFee$ 326.88 5/25/2018PayrollTaxes$ 15,786.29 5/30/2018PERA$ 11,645.11 5/31/2018OutgoingWireFee$ 20.00 5/31/2018OutgoingWire$ 1,362,605.00 5/31/2018StateofMN - MSRS$ 1,844.93 5/31/2018StateofMN - Roth$ 2,230.01 5/31/2018Optum - HSA$ 3,004.55 Total H:\\CityHall Information\\CITYGOVERNMENT\\Council, Commissions & Committees\\CouncilInformation\\CouncilClaims\\2018ClaimsWorkbook 06/08/1812:17PMCITYOFCORCORAN Page 1 Check Detail Register© June2018 Check AmtInvoiceComment 10100 FarmersState Bank Unpaid A-1OUTDOOR POWER INC E100-45200-220 Repair/Maint Supply (GENERAL)$28.99419428REPAIR SUPPLIES Total A-1 OUTDOOR POWER INC 28.99 Unpaid ACMETOOLS E100-45200-210 Operating Supplies (GENERAL)$186.005749720SUPPLIES E100-43100-232 Gravel$445.005776826SUPPLIES Total ACMETOOLS 631.00 Unpaid AMAZONCAPITALSERVICES E100-41951-210 Operating Supplies (GENERAL)$70.921NHT-TCFM-CITSUPPLIES Total AMAZON CAPITAL SERVICES 70.92 Unpaid ANCOMCOMMUNICATIONS E416-42100-210 Operating Supplies (GENERAL)$715.4079012EQUIPMENT-RADIO Total ANCOMCOMMUNICATIONS 715.40 Unpaid BAN-KOE SYSTEMSINC E100-43100-223 BuildingRepairSupplies$202.7585131BUILDING REPAIR SUPPLIES Total BAN-KOESYSTEMSINC 202.75 Unpaid BEAUDRYOILCOMPANY E100-42100-212 MotorFuels$1,904.01860922SQUADFUEL E100-43100-212 MotorFuels$27.26860922GASOLINE E100-41920-210 Operating Supplies (GENERAL)$102.30860922GASOLINE E100-43100-212 Motor Fuels$1,670.35860923GASOLINE - 91 E100-42100-212 Motor Fuels$79.78861288FUEL E100-43100-212 Motor Fuels$1.14861288FUEL E100-41920-210 Operating Supplies (GENERAL)$4.29861288FUEL E100-43100-212 MotorFuels$2,301.14862161DIESEL Total BEAUDRYOIL COMPANY 6,090.27 Unpaid BEISE, JESSICA G100-21709 DependentCareFSAWithhold$1,792.00060618REIMBURSEMENTS E100-41400-210 Operating Supplies (GENERAL)$70.03060618REIMBURSEMENTS Total BEISE, JESSICA 1,862.03 Unpaid BURNSRYAN E100-42100-208 Training and Instruction$29.14060618TRAININGREIMBURSEMENT Total BURNS RYAN 29.14 Unpaid CARSON, CLELLAND & SCHREDER E100-41600-300 ProfessionalSrvs (GENERAL)$3,515.25060118CIVIL - LEGAL E100-42100-304 LegalFees$2,873.80060118CRIMINAL E205-42100-304 Legal Fees$89.38060118VEHICLE FORFEITURE E423-45200-510 Land$106.88060118ROCKFORD SCHOOLLAND PURCHASE G500-20439 BassLkCRM/IHomeTurnLanes$439.38060118BASS LAKE CROSSINGM/IHOMECR10TURNLANES 17-012 06/08/1812:17PMCITYOFCORCORAN Page 2 Check Detail Register© June2018 Check AmtInvoiceComment Total CARSON, CLELLAND & SCHREDER 7,024.69 Unpaid CENTERPOINT ENERGY HOUSTON E100-43100-380 Utility & Services (GENERAL)$102.279884559-7-051NATURALGAS-9100 Total CENTERPOINTENERGYHOUSTON 102.27 Unpaid CENTURY LINK E100-43100-321 Telephone$131.73060518LAND LINE/FIREMONITORING-9100763-498-7515 Total CENTURY LINK 131.73 Unpaid CHRISTENSEN BUCK, JESSICA E100-45200-210 Operating Supplies (GENERAL)$11.45052918MILEAGE Total CHRISTENSEN BUCK, JESSICA 11.45 Unpaid CINTAS - 470 E100-43100-210 Operating Supplies (GENERAL)$0.00PUBLIC WORKS TOWELS E100-43100-210 Operating Supplies (GENERAL)$0.00PUBLIC WORKS TOWELS E100-43100-210 Operating Supplies (GENERAL)$0.00PUBLIC WORKS TOWELS E100-41941-210 Operating Supplies (GENERAL)$82.504006162379CITY HALLRUGS E100-43100-210 Operating Supplies (GENERAL)$49.944006162416PW RUGS E100-41941-210 Operating Supplies (GENERAL)$85.184006162435CITY HALLRUGS E100-42100-223 BuildingRepairSupplies$64.834006162437PD RUGS E100-43100-417 Uniforms$159.484006162448PWUNIFORMS E100-43100-210 Operating Supplies (GENERAL)$91.264006321194PW RUGS E100-42100-223 Building RepairSupplies$76.494006321231PD RUGS E100-41941-210 Operating Supplies (GENERAL)$82.504006321240CITYHALLRUGS E100-41941-210 Operating Supplies (GENERAL)$85.184006321267CITY HALLRUGS E100-43100-417 Uniforms$159.484006321305PW UNIFORMS E100-42100-223 BuildingRepairSupplies$64.834006511404PD RUGS E100-41941-210 Operating Supplies (GENERAL)$85.184006511476CITY HALLRUGS E100-43100-210 Operating Supplies (GENERAL)$49.944006511478PW RUGS E100-43100-417 Uniforms$159.484006511488PWUNIFORMS E100-41941-210 Operating Supplies (GENERAL)$82.504006511505CITYHALLRUGS Total CINTAS - 470 1,378.77 Unpaid COMCAST- 902943336 E100-41941-321 Telephone$107.4363800764LAND LINE E100-42100-321 Telephone$107.4363800764LAND LINE E100-43100-321 Telephone$107.4563800764LANDLINE Total COMCAST- 902943336 322.31 Unpaid COMPASSMINERALS E100-43125-210 Operating Supplies (GENERAL)$6,785.25262711SALTSUPPLIES E100-43125-210 Operating Supplies (GENERAL)$1,667.55263468SALTSUPPLIES Total COMPASS MINERALS 8,452.80 Unpaid CONCEPTFINANCIALGROUP E100-43100-232 Gravel$7,911.916975GRAVELHAULING E100-43100-232 Gravel$3,908.186983GRAVELHAULING 06/08/1812:17PMCITYOFCORCORAN Page 3 Check Detail Register© June2018 Check AmtInvoiceComment E100-43100-232 Gravel$6,811.017006GRAVELHAULING Total CONCEPT FINANCIAL GROUP 18,631.10 Unpaid CROPPRODUCTION SERVICES E100-45200-221 Maintenance Projects$2,040.0036025415SUPPLIES Total CROPPRODUCTION SERVICES 2,040.00 Unpaid CSTDISTRIBUTION LLC E100-45200-221 Maintenance Projects$602.0028740MINNESOTA MULCH - GOLD Total CSTDISTRIBUTION LLC 602.00 Unpaid DELTADENTAL E100-41400-131 EmployerPaidHealth$132.057292613DENTAL INSURANCE E100-42100-131 EmployerPaidHealth$162.757292613DENTAL INSURANCE E100-42102-131 EmployerPaidHealth$0.007292613DENTAL INSURANCE E100-43100-131 Employer PaidHealth$124.407292613DENTALINSURANCE G100-20205 Reimbursements$63.007292613COBRA-HAMILTON Total DELTA DENTAL 482.20 Unpaid ECMPUBLISHERS INC E100-41941-210 Operating Supplies (GENERAL)$189.96599524OVERLAY BIDS E100-41910-210 Operating Supplies (GENERAL)$27.71601539PH 18-021 E100-41910-210 Operating Supplies (GENERAL)$27.71601540PH 17-037 E100-41910-210 Operating Supplies (GENERAL)$31.66601541PH 18-017 E100-41910-210 Operating Supplies (GENERAL)$31.66601542PH 18-016 Total ECMPUBLISHERS INC 308.70 Unpaid EMBEDDED SYSTEMS, INC. E100-42100-380 Utility & Services (GENERAL)$830.25343717EMERGENCYSIREN MAINTENANCE FEE7-1-18TO 12-31-18 Total EMBEDDEDSYSTEMS, INC. 830.25 Unpaid FORSBERG, JEFFREY E422-49400-530 ImprovementsOtherThanBldgs$1,648.42060118CANCEL SPECIALASSESSMENT/WAIVE FEES E422-49450-530 ImprovementsOtherThanBldgs$1,648.42060118CANCEL SPECIALASSESSMENT/WAIVE FEES Total FORSBERG, JEFFREY 3,296.84 Unpaid GENERALSPRINKLERCORP E100-43100-223 Building RepairSupplies$954.8130375ANNUALINSPECTION Total GENERALSPRINKLER CORP 954.81 Unpaid GERTENSWHOLESALE E202-42100-213 PoliceK9$48.981096K9 DOG FOOD Total GERTENSWHOLESALE 48.98 Unpaid GOPHERSTATEONE CALL E601-49400-380 Utility & Services (GENERAL)$89.108050296SERVICE E602-49450-380 Utility & Services (GENERAL)$89.108050296SERVICE 06/08/1812:17PMCITYOFCORCORAN Page 4 Check Detail Register© June2018 Check AmtInvoiceComment Total GOPHER STATE ONECALL 178.20 Unpaid GRAINGER E100-43100-210 Operating Supplies (GENERAL)$40.929794543349SUPPLIES E100-43100-210 Operating Supplies (GENERAL)$62.249795578120SUPPLIES Total GRAINGER 103.16 Unpaid HENN COSHERIFF-MC129 E100-42100-301 Prisoner$321.001000111282PRISONERFEES - BOOKING/HOUSING E100-42100-323 RadioUnits$1,191.591000111308RADIOFEES/MDC E100-43100-210 Operating Supplies (GENERAL)$162.081000111383RADIO FEES - PUBLICWORKS Total HENNCOSHERIFF-MC129 1,674.67 Unpaid HENNCOTAXPAYER SERVICES E100-41900-210 Operating Supplies (GENERAL)$1,968.86261192311000PROPERTY TAX E100-41900-210 Operating Supplies (GENERAL)$170.22261192311000PROPERTY TAX E100-41900-210 Operating Supplies (GENERAL)$11.97361192314008PROPERTY TAX Total HENNCOTAXPAYER SERVICES 2,151.05 Unpaid HENNEPIN COUNTYTREASURER-A600 E100-43100-431 MiscExpense$6.00052118SPECIAL ASSESSMENT CANCELLATION Total HENNEPIN COUNTYTREASURER-A600 6.00 Unpaid HOLIDAY STATION STORES E100-42100-220 Repair/Maint Supply (GENERAL)$55.0034_01061815PRE PAIDCARWASH Total HOLIDAYSTATIONSTORES 55.00 Unpaid I-94WESTCHAMBER E100-41900-210 Operating Supplies (GENERAL)$155.006149FIRST RESPONDERS LUNCHEON Total I-94WEST CHAMBER 155.00 Unpaid JOTSCOMPUTER SERVICES E100-41951-300 Professional Srvs (GENERAL)$1,350.0025497CONTRACT SERVICE Total JOTSCOMPUTERSERVICES 1,350.00 Unpaid LMCIT E100-41900-360 Insurance (GENERAL)$57,706.0010002922-18MUNICIPALITY E100-42100-304 LegalFees$500.0012624DEDUCTIBLE Total LMCIT 58,206.00 Unpaid MAPLE GROVE, CITYOF E601-49400-310 OtherProfessional Services$8,250.0018439WATER CONNECTION Total MAPLE GROVE, CITYOF 8,250.00 Unpaid MARTENS, BRAD E100-43100-210 Operating Supplies (GENERAL)$50.00052518CELL PHONE Total MARTENS, BRAD 50.00 Unpaid MATTSON, KEVIN 06/08/1812:17PMCITYOFCORCORAN Page 5 Check Detail Register© June2018 Check AmtInvoiceComment E100-43100-321 Telephone$50.00060418TELEPHONE REIMBURSEMENT E100-43100-210 Operating Supplies (GENERAL)$174.40060418MILEAGE REIMBURSEMENT E100-43100-208 Training and Instruction$460.19060418TRAINING Total MATTSON, KEVIN 684.59 Unpaid METRO WEST INSPECTION SERVICES E100-42400-300 ProfessionalSrvs (GENERAL)$14,030.721529FINALIZEDINSPECTIONS Total METRO WESTINSPECTIONSERVICES 14,030.72 Unpaid METROPOLITANCOUNCIL ENVIRO E602-49450-312 MCESSewageTreatment$1,130.050001084121MATERIAL TREATMENT Total METROPOLITAN COUNCILENVIRO 1,130.05 Unpaid METROPOLITAN COUNCIL MCES E602-49450-310 OtherProfessional Services$19,681.20060618SAC ACTIVITY Total METROPOLITAN COUNCIL MCES 19,681.20 Unpaid MILLERCHEVROLET E100-43100-220 Repair/Maint Supply (GENERAL)$895.42CVCS599012REPAIR PARTS Total MILLERCHEVROLET 895.42 Unpaid MILLERTRUCKING AND LANDSCAPE E100-43100-225 Landscape/DitchMaterials$143.00129847LANDSCAPE/DITCH MATERIALS Total MILLER TRUCKING ANDLANDSCAPE 143.00 Unpaid MINIBIFF, LLC E100-45200-210 Operating Supplies (GENERAL)$251.43A-95202PORTABLETOILETS - PICNIC SHELTER E100-45200-210 Operating Supplies (GENERAL)$176.46A-95203PORTABLETOILETS - WEST FIELD/SOCCER E100-45200-210 Operating Supplies (GENERAL)$74.97A-95204PORTABLE TOILETS - LIONS FIELD E100-45200-210 Operating Supplies (GENERAL)$74.97A-95205PORTABLE TOILETS - MEISTER & SNYDER Total MINIBIFF, LLC 577.83 Unpaid MINNESOTA DEPARTMENT OFHEALTH E100-41941-210 Operating Supplies (GENERAL)$40.00756706ANNUAL FEE Total MINNESOTADEPARTMENTOFHEALTH 40.00 Unpaid MINNESOTADEPT OFHEALTH E601-49400-300 ProfessionalSrvs (GENERAL)$254.401270075-2WATER SUPPLYSERVICE Total MINNESOTADEPTOFHEALTH 254.40 Unpaid MINNESOTA EQUIPMENT E100-45200-210 Operating Supplies (GENERAL)$86.34P62571SUPPLIES E100-45200-210 Operating Supplies (GENERAL)$49.04P64251SUPPLIES Total MINNESOTA EQUIPMENT 135.38 Unpaid MNCHIEFSOFPOLICE ASSOC E100-42100-208 Training and Instruction$135.008454OFFICER LEADERSHIP DEVELOPMENT - STEVE WARREN Total MNCHIEFSOFPOLICE ASSOC 135.00 06/08/1812:17PMCITYOFCORCORAN Page 6 Check Detail Register© June2018 Check AmtInvoiceComment Unpaid MORRISELECTRONICS E100-41951-210 Operating Supplies (GENERAL)$240.0020146735SERVICE LABOR Total MORRIS ELECTRONICS 240.00 Unpaid NAPA AUTO PARTS - CORCORAN E100-43100-220 Repair/Maint Supply (GENERAL)$144.00173966SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$7.59174079SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$315.98174306SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$37.89174543SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)($52.34)174550SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)($14.10)176204SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$38.45176222SUPPLIES E100-42100-210 Operating Supplies (GENERAL)$24.49176657SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$11.79176733SUPPLIES E100-43100-220 Repair/Maint Supply (GENERAL)$47.39178254SUPPLIES Total NAPA AUTO PARTS - CORCORAN 561.14 Unpaid OLSONJESSE G100-21713 H RAPayable$105.84060118HRA REIMBURSEMENT Total OLSON JESSE 105.84 Unpaid RANDYS ENVIRONMENTAL SERVICES E100-41941-380 Utility & Services (GENERAL)$275.48052318CITY HALLREFUSE1-28035-1 E100-43232-300 Professional Srvs (GENERAL)$488.07052318RECYCLING1-28035-1 E100-45200-380 Utility & Services (GENERAL)$245.12052318GARBAGE SERVICE 1-103-9 E100-43100-380 Utility & Services (GENERAL)$194.61052318GARBAGE SERVICE (9100) 1-211214-9 Total RANDYSENVIRONMENTAL SERVICES 1,203.28 Unpaid RIGID HITCH E100-43100-220 Repair/Maint Supply (GENERAL)$278.891927995205SUPPLIES Total RIGID HITCH 278.89 Unpaid ROLFERICKSONENTERPRISES INC E100-41550-300 ProfessionalSrvs (GENERAL)$5,053.75052918MONTHLYASSESSING FEE E100-41550-300 ProfessionalSrvs (GENERAL)$12.84052918COUNTY DATA FEE E100-41550-210 Operating Supplies (GENERAL)$220.04052918FORMS ANDSUPPLIES - POSTAGE Total ROLFERICKSON ENTERPRISES INC 5,286.63 Unpaid RTSDRUGTESTING E100-43100-210 Operating Supplies (GENERAL)$80.0011827RANDOM DRUGTESTING Total RTSDRUGTESTING 80.00 Unpaid SITE ONELANDSCAPE SUPPLY E100-43100-229 Culverts$541.0285875830SUPPLIES E100-43100-229 Culverts$348.8985961225SUPPLIES Total SITEONE LANDSCAPE SUPPLY 889.91 Unpaid SPRINT E100-43100-321 Telephone$469.67391283315-19CELL SERVICE 06/08/1812:17PMCITYOFCORCORAN Page 7 Check Detail Register© June2018 Check AmtInvoiceComment Total SPRINT 469.67 Unpaid STREICHER SPOLICEEQUIPMENT E100-42100-209 PoliceReserves$12.00I1314615RESERVE OFFICER - UNIFORMS Total STREICHER SPOLICEEQUIPMENT 12.00 Unpaid TEAMSTER LOCAL320 G100-21707 UnionDues$343.44JUN18UNION DUES/TLDF Total TEAMSTERLOCAL 320 343.44 Unpaid TEGRETE E100-41941-400 Repairs & MaintCont (GENERAL$365.0075023MONTHLY CITYHALL CLEANING Total TEGRETE 365.00 Unpaid TERMINAL SUPPLY CO E100-43100-210 Operating Supplies (GENERAL)$37.5025941-00SUPPLIES Total TERMINALSUPPLY CO 37.50 Unpaid THEMETROCISMTEAM E100-42100-208 TrainingandInstruction$300.00052918Lt BRIAN MURPHYSPEAKING EVENT5-31-18 Total THEMETROCISMTEAM 300.00 Unpaid TRANSUNION RISK & ALTERNATIVE E100-42100-300 Professional Srvs (GENERAL)$25.003609221-0518SERVICE Total TRANSUNION RISK & ALTERNATIVE 25.00 Unpaid TURFMAKERCORP. E100-43100-220 Repair/Maint Supply (GENERAL)$152.072016-2726AGITATOR/PUMP BELT Total TURFMAKER CORP. 152.07 Unpaid USBANKCORP EQUIPMENTFINANCE E100-41951-210 Operating Supplies (GENERAL)$317.00358983625COPIER LEASE Total USBANKCORP EQUIPMENTFINANCE 317.00 Unpaid VERIZON WIRELESS E100-42100-323 Radio Units$245.079807979808RADIO UNITS E100-42100-321 Telephone$335.729807979808CELL SERVICE Total VERIZONWIRELESS 580.79 Unpaid WENCKASSOCIATES, INC. E100-43170-300 Professional Srvs (GENERAL)$1,699.40052218GENERAL ENGINEERING SERVICES E100-43170-300 ProfessionalSrvs (GENERAL)$3,498.90052218BRIDGE ANDMSAFEASIBILITY STUDY E100-43170-300 ProfessionalSrvs (GENERAL)$5,371.40052218LARKIN & ROLLING HILLSOVERLAY E100-43170-300 ProfessionalSrvs (GENERAL)$2,113.50052218STORMWATER - ENGINEERING E422-43100-530 ImprovementsOtherThanBldgs$133.76052218DT UTILITYPROJECT - STREET37% E422-49400-530 ImprovementsOtherThanBldgs$101.22052218DT UTILITY PROJECT - WATER 28% E422-49450-530 ImprovementsOtherThan Bldgs$126.53052218DT UTILITY PROJECT - SEWER35% E601-49400-303 EngineeringFees$437.40052218WATER - ENGINEERING E602-49450-303 EngineeringFees$81.00052218SANITARYSEWER - ENGINEERING 06/08/1812:17PMCITYOFCORCORAN Page 8 Check Detail Register© June2018 Check AmtInvoiceComment G500-20335 LennarEng PlanReview/Modific$5,901.17052218LENNAR - ENGINEERING G500-20376 ParkPlace Storage$50.45052218PARK PLACESTORAGE G500-20416 SunriseSolar - 17-007$2,324.17052218SUNRISE SOLAR17-007 G500-20418 Pheasant RidgeSketch17-009$105.60052218PHEASANTRIDGE SKETCH 17-009 G500-20423 BassLakeEstSkch PUD17-015$1,340.21052218BASS LAKE ESTATESSKETCH PUD17-015 G500-20436 PulteEncore - PUDSkch 17-029$10,254.22052218PULTE ENCORE - PUDSKETCH17-029 G500-20436 PulteEncore - PUDSkch 17-029$798.70052218PULTEENCORE - NETRUNKSEWER G500-20438 BassLkCR M/IHomeEngineering$1,632.93052218BASS LAKECROSSING M/IHOME 17-012 ENGINEERING G500-20439 BassLkCRM/IHomeTurnLanes$3,547.09052218BASSLAKECROSSING M/IHOME 17-012CR10TURN LANES Total WENCK ASSOCIATES, INC. 39,517.65 Unpaid WESTSIDE WHOLESALETIRE E100-43100-220 Repair/Maint Supply (GENERAL)$16.00810999SERVICE E100-43100-220 Repair/Maint Supply (GENERAL)$34.13811331SERVICE E100-42100-220 Repair/Maint Supply (GENERAL)$25.00811346SQUAD MAINTENANCE E100-42100-220 Repair/Maint Supply (GENERAL)$92.00811385SQUAD MAINTENANCE E100-43100-220 Repair/Maint Supply (GENERAL)$46.00812194SERVICE Total WESTSIDE WHOLESALE TIRE 213.13 Unpaid WOLD ARCHITECTS AND ENGINEERS E100-41941-300 ProfessionalSrvs (GENERAL)$2,654.9658072ARCHITECT FEES Total WOLD ARCHITECTS ANDENGINEERS 2,654.96 Unpaid XCELENERGY E100-43100-380 Utility & Services (GENERAL)$830.29593057927UTILITIES - 9100 Total XCEL ENERGY 830.29 Unpaid ZEPSALES & SERVICE E100-41941-210 Operating Supplies (GENERAL)$487.879003420903SUPPLIES Total ZEPSALES & SERVICE 487.87 10100 Farmers StateBank$219,088.13 06/08/1812:17PMCITYOFCORCORAN Page 9 Check Detail Register© June2018 Check AmtInvoiceComment FundSummary 10100 Farmers State Bank 100GENERALFUND$158,062.97 202POLICE DONATION FUND$48.98 205DWIFORFEITURE FUND$89.38 416CAPITAL-EQUIPMENT CERTS$715.40 422DOWNTOWN IMPROVEMENT$3,658.35 423 ROCKFORD SCHOOLLANDPURCHASE$106.88 500 ESCROWHOLDING FUND$26,393.92 601WATER$9,030.90 602SEWER$20,981.35 219,088.13 CityofCorcoran ConsultantSummary 6/14/2018 NameInvoice DateAmount Due Carson, Clelland & Scherder06/01/18 7,024.69 Landform MetroWestInspection06/04/18 14,030.72 RolfEricksonEnterprises05/29/18$ 5,286.63 WenckAssociates05/22/18$ 39,517.65 Total$ 65,859.69 H:\\CityHallInformation\\CITYGOVERNMENT\\Council, Commissions & Committees\\CouncilInformation\\Council Claims\\2018ClaimsWorkbook Vendor: CARSON,CLELLAND&SCHREDER CITY OF CORCORAN Date: 6-1-18 PAYMENT VOUCHER Address: CARSON,CLELLAND&SCHREDER 6300 SHINGLE CREEK PKWY#305 Payment Total: $ 7,024.69 MINNEAPOLIS MN 55430-2190 Due Date: 07/01/18 Fund Department _ Account _ Description j Amount 100 41600 300 CIVIL-LEGAL 3,515.25 100 41600 300 RAVINIA-TABOR 100 41600 300 TOTAL CONTROL SOLUTIONS AGREEMENT 100 42100 304 CRIMINAL 2,873.80_11 100 41600 300 LENNAR/RAVINIA 100 41600 300 Gleason Parkway Extension i 100 41600 300 Lametti Contract Action 205 42100 304 VEHICLE FORFEITURE 8.9.38 411 43100 300 PW FLOOR SETTLING 422 43100 530 DT UTILITY PROJECT-STREET 37% j 422 49400 530 DT UTILITY PROJECT-WATER 28% 422 49450 - 530 DT UTILITY PROJECT-SEWER 35% 423 45200 510 ROCKFORD SCHOOL LAND PURCHASE 106.88 500 20320 Lennar Design 500 20335 j Lennar Engineering 500 20389 STREHLER ESTATES 16-01 _ 500 20392 MN Solar 500 20400 RAVINIA 5TH&6TH JI 500 20407 MOTOR CAFE CUP 500 20416 Sunrise Solar 17-007 500 20420 Bass Lake Cross MI Home 17-012 j50020421Ravinia7thAddition 500 20423 Bass Lake Estates Sketch PUD 17-015 I 500 20433 Bass Lk Est PP/PUD, CPA 17-026/Bass LkCross South I 500 20436 PULTE DEVELOPMENT 500 20439 Bass Lake Cross MI Home CR10 Turn Lanes 17-012 439.38 500 20441 Olsen Access Encroachment Agreement 500 20445 RAVINIA 9TH FP AND PUD 17-042 500 20452 Matter Home Occupation 18-009 601 49400 304 WATER-50% 1 L 602 49450 304 , SEWER-50% TOTAL: 7,024.69 Notes Check# 1 3015 IA r" Carson, Clelland Schreder ATTORNEYS AT LAW 6300 SHINGLE CREEK PARKWAY STE 305 JUN 01 2018MINNEAPOLIS, MN 55430-2190 763)-561-2800 June 01, 2018 CITY OF CORCORAN 8200 CO RD 116 CORCORAN, MN 55340 Professional Services Amount Civil 4/24/2018 Correspondence with Hope regarding liquor licensing, review 340A, review insurance issue, 95.00 review proposed change order revision, correspondence with watershed representative, review findings Conference with Attorney Carson regarding TIF restrictions related to City Hall 35.63 Review City Council agenda packet 142.50 Review financing of City Hall with Gary Eitel and conference with Attorney Thames 47.50 4/25/2018 Correspondence with Administrator regarding agenda, open files, correspondence with 106.88 Planner, review draft LOC policy and SIPA agreement revisions, correspondence with title company regarding O&E and interest verification Correspondence with Planner, review state law related to mandated recording 47.504/26/2018 Correspondence with Administrator, review City policy compliance issue 71.255/1/2018 Correspondence with Code Enforcement Official regarding property update, correspondence 47.50 with property owner's attorney regarding ownership records Correspondence with Planner, review recording protocols, review Councilmember inquiry 71.25 regarding city authority Conference with Attorney Thames, send probate documents to requesting party, conference 29.17 with title company, receipt of O&E report,forward to Administrator 5/2/2018 Correspondence with Planner regarding developer protocols, review code and state law 332.50 regarding legal non-conformities, review code regarding home occupation permit restrictions, review draft MOU and union CBA, conference with Administrator regarding property acquisition, Council inquiry, MOU revisions Conference with Planner regarding legal non-conformity review, research 463 and statutory 190.00 pre-emption argument, research city authority issue, conference with Attorney Ross regarding defense of city action 5/3/2018 Conference with Attorney Carson regarding statutory pre-emption issue related to building 47.50 use and repair Revise union MOU, add comments based on contract, correspondence with Administrator, 71.25 review 462 exceptions related to proposed building repair CITY OF CORCORAN Page 2 Amount 5/4/2018 Conference with Code Enforcement Official regarding entry and animal removal authority 106.88 issue, enforcement options, review removal liability issue, conference with Planner regarding non-conforming use and pre-emption Pull 5/10 City Council agenda packet for review 23.33 5/7/2018 Review City Council agenda packet, correspondence with Code Enforcement Official, title 178.13 company,Administrator, update files 5/8/2018 Conference with Administrator, Code Enforcement Official regarding abatement action 47.50 5/9/2018 Research bond approval authority issue, correspondence with Administrator, summarize 142.50 voting requirements, review state law, research EIS no need designation voting requirements, review Administrative Rules Review depictions from Engineer, prepare legal descriptions 11.67 5/10/2018 Correspondence with Code Enforcement Official, Humane Society representative regarding 35.63 code violations, correspondence with Planner, update files 5/11/2018 Conference with Administrator regarding agenda items, bond funds transfer, conference with 71.25 Planner regarding subdivision approval authority issue, review state law Review MN Secretary of State business records, correspondence with Administrator 11.67 5/18/2018 Pull 5/24 City Council agenda packet items for review 17.50 5/22/2018 Correspondence with Public Works Director regarding easement, review Planner's memo 71.25 regarding development protocols, review relevant state law 5/23/2018 Review City Council agenda packet, review right of entry issue 178.13 Research state charitable gambling restrictions, update file 47.50 Research code enforcement authority issue, civil process issue 142.50 5/24/2018 Research alternative code enforcement frameworks, conference with Planner regarding 178.13 Council presentations and development protocols Research City discretion and authority issue, review Fair Housing standards, applicable 356.25 caselaw, recusal ability, conference with LMC attorney, conference with Councilmember, review Planner's report Prepare for, attend City Council meeting, outline Council ordinance and policy directives 475.00 SUBTOTAL: 3,430.25] County Rd 10 Turn Lanes Project I[XY1,11600-3oo 5/9/2018 Conference with Public Works Director regarding roadway and temporary easement terms, 391.88 review/revise descriptions, draft easement, review entity information, review proposed construction, revise easement, update file 5/23/2018 Correspondence with Public Works Director, review/revise easement 47.50 SUBTOTAL: 566 Z0'131 --r[ 439.38] Park Purchase/Rockford School District 5/16/2018 Correspondence with title company,Administrator regarding property closing, review 106.88 potential endorsements, request removal of exceptions, review closing documents, review Purchase Agreement, update file SUBTOTAL: sZ _S l [ 106.88] CITY OF CORCORAN Page 3 Amount Criminal 4/24/2018 Research caselaw and statutes regarding vulnerable adults and review and edit complaints 97.50 Review and respond to emails regarding criminal cases and forfeiture cases 48.75 Review files for court; review criminal histories, driving records, probation status,victim 16.25 input, prepare offers Handle Brookdale court calendar 97.50 4/25/2018 Attend/handle hearings at Brookdale court 16.25 Review files, prepare disposition letters 32.50 4/26/2018 Update case files from 4/25 court hearings 16.25 Research and begin drafting contested omnibus hearing brief 97.50 4/27/2018 Research and continue drafting contested omnibus hearing brief 195.00 Review files, prepare disposition letters 24.38 4/30/2018 Preparation of one complaint 40.00 Review files in preparation for 5/1 calendar at Brookdale 32.50 5/1/2018 Preparation of two complaints 80.00 Handle court calendar at Brookdale 48.75 Review case files for court, review criminal histories, driving records, victim input, prepare 16.25 offers 5/2/2018 Review file and prepare probation violation notice 97.50 Discuss cases with Attorney Thames 48.75 Revise complaints and review reports 24.38 Review caselaw for contested omnibus hearing brief 48.75 Attend court hearings at Brookdale 16.25 5/3/2018 Review files, prepare disposition letters and notes for follow up 32.50 Update files from 5/2 court hearings, request audio/video tapes, research issues, note court 16.25 updates in files, prepare follow up work 5/7/2018 Conference with Attorney Ross regarding probation violation hearing, review discovery, note 32.50 files Review files in preparation for 5/8 calendar at Brookdale court 48.75 Preparation of one complaint 40.00 5/8/2018 Discuss cases with Attorney Thames and email Judge's clerk 48.75 Conference with Attorney Ross regarding probation violation, update file 24.38 Review discovery, conference with Becky regarding witness input, update files 73.13 Handle Brookdale court calendar 113.75 Preparation of one complaint 40.00 Review files for court on 5/9; review criminal histories, driving records, probation status,16.25 victim input, prepare offers 5/9/2018 Correspondence with defense attorney regarding contested omnibus hearing 97.50 Attend hearings at Brookdale court 48.75 5/10/2018 Case file updates from 5/9 court hearings 32.50 5/11/2018 Review caselaw and respond to emails and review order 65.00 5/14/2018 Preparation of one complaint 40.00 Review files in preparation for 5/15 calendar at Brookdale 48.75 5/15/2018 Handle Brookdale court calendar 48.75 Review files for court; review criminal histories, driving records, probation status, victim 32.50 input, prepare offers 5/16/2018 Review files, prepare disposition letter 32.50 CITY OF CORCORAN Page 4 Amount 5/16/2018 Attend hearings at Brookdale court 32.50 5/17/2018 Update case files from 5/16 court hearings 48.75 5/22/2018 Review files for court; review criminal histories, driving records, probation status,victim 16.25 input, prepare offers 5/23/2018 Discuss case with Attorney Larkin 32.50 Review files, prepare disposition letters 24.38 Attend hearings at Brookdale court 16.25 5/24/2018 Review files, prepare disposition letters, notes for follow up 32.50 Review files in preparation for 5/29 calendar at Brookdale court 48.75 5/25/2018 Open criminal files, preparation of criminal complaints; preparation of cases for court 253.13 calendars, including court and jury trials; contact and notice to witnesses for trial testimony, prepare outgoing discovery requests, complete incoming discovery requests for monthly period Open criminal files, preparation of criminal complaints; preparation of cases for court 146.88 calendars, including court and jury trials; contact and notice to witnesses for trial testimony, prepare outgoing discovery requests, complete incoming discovery requests for monthly period Open criminal files, preparation of criminal complaints; preparation of cases for court 178.13 calendars, including court and jury trials;contact and notice to witnesses for trial testimony, prepare outgoing discovery requests, complete incoming discovery requests for monthly period SUBTOTAL: 2,857.54] 16b-14 loo-30Lf Vehicle Forfeiture: 5/1/2018 Prepare forfeiture paperwork and email department 73.13 5/2/2018 Review forfeiture matters 16.25 SUBTOTAL: ZvS-id, -36(-1 89.38] For professional services rendered 6,923.43 Client Expense Charges : Civil O&E Report for Outlot A, Hunters Place 85.00 I6,_t4bb-3 SUBTOTAL: 85.00] Criminal Expenses: Monthly support fee for April 16.26 SUBTOTAL: 00-9 2 too -JOki [ 16.26] Total Client Expense Charges 101.26 Total amount of this bill 7,024.69 CITY OF CORCORAN Page 5 Amount Previous balance 6,324.99 5/18/2018 Payment-thank you 6,324.99) Total payments and adjustments 6,324.99) Balance due 7,024.69 I hereby declare under the penalties of perjury that the foregoing statement for legal services is just and correct and that no part thereof has been paid. ei John J.Thames, City Attorney Vendor: METRO WEST INSPECTION SRV CITY OF CORCORAN Date 6-4-18 PAYMENT VOUCHER Address: METRO WEST INSPECTION SRV BOX 248 Payment Total: $ 14,030.72 LORETTO MN 55357 Due Date: 07/04/18 7 Fund Department Account Description Amount 100 20201 INSPECTION-2015 100 20201 INSPECTION-2016 100 42400 300 FINALIZED INSPECTIONS 1529 14,030.72 100 20201 _INSPECTION-2016 100 42400 300 INSPECTION-2017 100 42400 300 MEETINGS & PLAN REVIEWS 100 42400 300 MEETINGS & PLAN REVIEWS 100 42200 300 FIRE MARSHALL INSPECTIONS TOTAL : $ 14,030.72 Approved Notes Check# 3»30 Metro West Inspection Services, Inc. 689 Medina St, Suite 250 II• Loretto, MN 55357 JUN 0 4 2018 Metro West Inspection Services, Inc. INVOICE BILL TO INVOICE# 1529 City of Corcoran DATE 05/30/2018 8200 County Rd 116 Corcoran, MN 55340 ACTIVITY HOURS RATE AMOUNT Finaled Permits 1 14,030.72 14,030.72 Finaled permits April 2018 BALANCE DUE 14,030.72 METRO WEST INSPECTION SERVICES,INC. BOX 248 LORETTO,MN 55357 PH.763-479-1720 FAX 763-479-3090 BILLED TO: City of Corcoran 8200 County Rd 116 Corcoran,MN 55340 Invoice Date May 30,2018 35%EII le Feu Permit* Permit Address Mechanical.Mumhlni.Plan X00%Investigation Total Fees Check,SEC 2017-00137 6300 Willow Dr 150.00 52.50 2017-00340 9109 Shannon Ln 433.54 151.74 20170-0342 9815 Rush Creek Blvd 981.19 343.42 2017-00356 19167 66th Ave N 4,660.02 1,631.01 2017-00372 19353 Lupine Ln 5,656.85 1,979.90 2017-00374 6552 Carriage Way 5,388.47 1,885.96 2017-00376 6446 Larkspur Ct 4,867.42 1,703.60 2017-00380 6519 Carriage Way 5,442.59 1,904.91 2017-00412 19520 Steig Rd 1,312.16 459.26 2018-00002 19179 66th Ave N 4,200.55 75.00 1,545.19 2018-00028 23400 Co Rd 10 549.04 192.16 2018-00029 23850 Co Rd 50 150.00 52.50 2018-00035 6495 Carriage Way 15.00 5.25 2018-00037 10705 Co Rd 116 1,097.84 384.24 2018-00038 9035 Trail Haven Rd 225.00 78.75 2018-00043 9065 Schutte La 456.64 159.82 2018-00045 6483 Carriage Way 456.64 159.82 2018-00046 22385 Rush Creek Dr 318.04 111.31 2018-00053 19520 Steig Rd 75.00 26.25 2018-00055 23350 Co Rd 10 664.54 232.59 2018-00059 9100 Schutte La 75.00 26.25 2018-00067 23350 Co Rd 10 271.84 95.14 2018-00072 19615 Country Rd 150.00 52.50 2018-00074 9220 Foxline Dr 90.00 31.50 2018-00076 19323 Penny Royal Ct 433.54 151.74 2018-00078 19386 Elberbeery Ct 456.64 159.82 2018-00087 6795 Horseshoe Bend Dr 90.00 31.50 2018-00094 2000 Co Rd 10 75.00 26.25 2018-00095 6573 Bridel Path 525.94 184.08 2018-00104 6501 Hunter Rd 90.00 31.50 2018-00109 6315 Pioneer Tr 90.00 31.50 2018-00122 21400 Oakdale Dr 90.00 31.50 2018-00132 9009 Shannon La 150.00 52.50 2018-00140 21400 Oakdale Dr 75.00 26.25 2018-00141 9009 Shannon La 110.00 38.50 0.00 0.00 0.00 0.00 0.00 Page Total 14,030.72 Invoice Total S14,030.72 Vendor: ROLF ERICKSON ENTERPRISES INC CITY OF CORCORAN Date: 5-29-18 PAYMENT VOUCHER Address: ROLF ERICKSON ENTERPRISES INC PO BOX 47841 Payment Total: $ 5,286.63 PLYMOUTH MN 55447 Due Date: 06/28/18 Fund i Department Account Description 1 Amount 100 41550 300 MONTHLY ASSESSING FEE 052918 5,053.75 100 41550 300 COUNTY DATA FEE 12.84 100 41550 210 FORMS AND SUPPLIES-POSTAGE 220.04 100 41550 210 FORMS AND SUPPLIES 1 100 41550 210 FORMS AND SUPPLIES 100 41550 201 1 POSTAGE TOTAL : $ 5,286.63 Approved Notes Check# 1730 iti t\6% ilill MAY 292fl1 MAY 292018 STATEMENT 29-May-18 ROLF ERICKSON ENTERPRISES, INC. SOUTWEST ASSESSING P O BOX 47841 PLYMOUTH, MN 55447 CITY OF CORCORAN 8200 Co. Rd. 116 CORCORAN, MN 55340 MAY 2018 ASSESSING FEE 5,053.75 COUNTY DATA FEE 12.84 REVALUATION POST CARDS 39.93 APEX DRAWING SUPPORT 117.11 REVALUATION POST CARD POSTAGE 63.00 TOTAL 5,286.63 Vendor: Wenck CITY OF CORCORAN Date: 5-22-18 PAYMENT VOUCHER Address: Wenck 1800 Pioneer Creek Center Payment Total: $ 39,517.65 PO Box 249 Maple Plain, MN 55359-0249 Due Date: 06/21/18 Fund Department Account -_ DescripAon 100 43170 300 ,General Eng Services 1,699.40 100 43170 300 Bridge and MSA Feasibility Study 3,498.90 , 100 43170 300 [ Larkin&Rolling Hills Overla_y 5,371.40 100 43170 1 300 _ Storm Water-Engineering _ 2,113.50 101 41911 300 2040 CORCORAN COMP PLAN 411 43100 303 I _ PW Building 415 45200 520 PARK DEDICATION 419 43100 303 _ HACKAMORE ROAD IMPROVEMENTS 2294-0028 422 43100 530 DT UTILITY PROJECT-STREET 37% 133.76 422 49400 530 DT UTILITY PROJECT-WATER 28% 101.22 422 49450 530 I DT UTILITY PROJECT-SEWER 35% 126.53 423 45200 510 Rockford School District Environmental Site Assessment 601 49400 303 I Water-Engineering 437.40 602 49450 303 I Sanitary Sewer-Engineering 81.00 602 49450 303 MCES SEWER EXTENSION 500 20247 Sunram Permits,Acct.#500-20247 500 20335 _ LENNAR-ENGINEERING 5,901.17 I 500 20335 I LENNAR-ENGINEERING-66th Street Design&Construction 1 500 20369 Sunram Permits,Acct.#500-20369 500 20376 PARK PLACE STORAGE 50.45 500 20389 STREHLER ESTATES 16-001 500 20392 MN SOLAR X500 20415 MI HOMES I 500 20416 _Sunrise Solar 17-007 2,324.17 500 20418 Pheasant Ridge Sketch 17-009 105.60 ' 500 20423 Bass Lake Estates Sketch PUD 17-015 _ 1,340.2.1 500 20425 Gmach Prelim/Final Plat 17-017 J' 500 1 20434 Hoppe-Lot Consolid. 17-027 500 20436 Pulte Encore-PUD Skch 17-029 10,254.22 500 20436 Pulte Encore-NE Trunk Sewer 798.70 500 20438 Bass Lake Crossing M/I Home 17-012 Engineering 1,632.93 500 20439 Bass Lake Crossing M/I Home 17-012 CR10 TURN LANES _3,547.10 500 20446 Rush Creek Run PP 18-001 500 20448 I Maple Hill Apt PUD Skch 18-005 I500 - 20451 Doboszenski Sons Inc 18-008 TOTAL: 39,517.65 Approved Notes Check# Aitilm 3173g Vendor: Wenck CITY OF CORCORAN Date: 5-22-18 _PAYMENT VOUCHER Address: Wenck 1800 Pioneer Creek Center Payment Total: $ 40,282.65 PO Box 249 Maple Plain,MN 55359-0249 Due Date: 06/21/18 Fund Department Account Description 100 43170 300 j General Eng Services _ t(S.9 6$ -6794ai& 100 43170 300 Bridge and MSA Feasibility Study 3,498.90 100 43170 300 ---_ Larkin&Rolling Hills Overlay 5,371.40- 100 43170 300 Storm Water-Engineerig a 101 41911 300 2040 CORCORAN COMP PLAN 411 43100 303 PW Building 415 45200 520 PARK DEDICATION 419 43100 303 HACKAMORE ROAD IMPROVEMENTS 2294-0028 H 422 43100 530 DT UTILITY PROJECT-STREET 37% 133.76 422 49400 530 DT UTILITY PROJECT-WATER 28% 101.22 422 49450 530 DT UTILITY PROJECT-SEWER 35% 126.53 423 45200 510 Rockford School District Environmental Site Assessment 601 49400 _ 303 Water-Engineering H3?. yp $ - 964_ 602 49450 303 Sanitary Sewer-Engineering 61,00 $. 708.70 602 49450 303 MCES SEWER EXTENSION 500 20247 Sunram Permits,Acct.#500-20247 500 20335 LENNAR-ENGINEERING SQO1. 17$ 500 20335 LENNAR-ENGINEERING-66th Street Design&Construction 500 20369 Sunram Permits,Acct.#500-20369 I 500 20376 PARK PLACE STORAGE 50.45 500 20389 STREHLER ESTATES 16-001 H 1 500 20392 MN SOLAR 500 20415 MI HOMES 150020416SunriseSolar17-007 2,324.17 500 20418 Pheasant Ridge Sketch 17-009 105.60 500 20423 Bass Lake Estates Sketch PUD 17-015 1,340.21 500 20425 Gmach Prelim/Final Plat 17-017 500 20434 Hoppe-Lot Consolid. 17-027 500 20436 Pulte Encore-PUD Skch 17-029 10,254.22 500 20438 Bass Lake Crossing M/I Home 17-012 Engineering 4 , 3s 500 20439 Bass Lake Crossing M/I Home 17-012 CR 10 TURN LANES 3,547.10 500 20446 Rush Creek Run PP 18-001 500 20448 Maple Hill Apt PUD Skch 18-005 500 20451 Doboszenski Sons Inc 18-008 Pu1.TL -. /426 ITZGLAAL ewe/f it?Er p 70 TOTAL: $ -40282.65-1 X9,S«.IS Approved Notes Check# 10; ARga NV v MAY 222018 WENCK ASSOCIATES Responsive partner. Exceptional outcomes. May 22, 2018 Mr. Brad Martens City Administrator City of Corcoran 8200 County Road 116 Corcoran, MN 55340 RE: Wenck's April 2018 Invoices Dear Brad: Engineering efforts for April involved primarily developer work on Encore for Pulte, and the Bass Lake Crossings, Bass Lake Estates, and Lennar. The Bridge and MSA Feasibility Study will be coming to Council in June. Unbilled time was over 30 hours of office hours at City Hall, various phone and resident conversations and responding to engineering questions in support of staff. If you have any questions as you review this letter or our invoices, please contact me at 763- 479-4209, ktorve @wenck.com, or City Hall. Sincerely, Wenck Associates, Inc. Kent Torve, P.E., LEED AP Principal enc: April 2018 Invoices] Wenck Associates, Inc. I 1800 Pioneer Creek Center I P.O. Box 249 I Maple Plain, MN 55359-0249 Toll Free 800-472-2232 Main 763-479-4200 Email wenckmp @wenck.com Web wenck.com vv vAv Mr. Brad Martens WENCKCityAdministrator May 10, 2018 ASSOCIATES Responsive partner. Exceptional outcomes City of Corcoran April 2018 Invoices q'S.r... raiearfgai.42CV:-YOTr Invoice no. Project nos. Project name Amount 11802561 2294-01 General Engineering Services 200 Planning 158.40 IN1-43111)-30° 500-01 General 10.000 $ .488.00 lw-1,131-70'303-- se 600-01 Stormwater/WCA Tasks J.274141017 lEn-`k3116-3(P -- 700-01 MnDOT State Aid j1LfC4,OO $ -3724140 100-9 (1. 30-) -- 700-06 Bridge and MSA Feasibility Study 3,498.90 00-'13170 30-3 900 Utilities 162.00 ‘ol -L1(1k1"-;c)? -- 900-01 Water 356.40 4ot 4g4tyj 3 u3 a. Total $ 9,027.70 11802568 B2294-0023 Downtown Utility and Street Project 2014 950 Project Closeout 361.50 IA 1 - Total $ 361.50 Total City Projects $ 9,389.20 3:730;: Invoice no. Project nos. Project name Amount 11802562 2294-17 Lennar Development 100 Engineering&Project Coordination 1,110.40 200 Construction Plan Reviews and Approvals 2,252.16 300 Construction Inspection 2,151.11 Total $ -97,13:S7 5-00-1-1-)335 -- 11802569 B2294-0027 CR 10 Turn Lanes ric101.t-1. Phase 200 Route Surveying 90.00 Phase 400 Initial Construction Plan Engineering 2,803.50 Phase 800 Bid Management Services 653.60 Total $ 3,547.10 Sob-2,0439 11802564 B2294-0032 Escrow Projects 7/, Phase 01 Park Place Storage,Acct#500-20261 50.45 5"-1°3 Phase 02 Bass Lake MI Homes lo&34 .15$ —.1,52.1191" 5-00-"2.0L13Z Phase 04 Bass Lake Estates and Storage 1,340.21 5-00"-2.0q73 — Phase 08 Sunrise Solar 2,324.17 Phase 09 Pheasant Ridge 105.60 50u-2 0-0 S Total $ 5,408.36 11802565 B2294-0033 Pulte NE Sewer and Development Feasibility Study Phase 100 General Engineering and Project Coordination 1,213.00 Phase 400 Sewer Routes and Alternatives 214.20 Phase 600 EAW Response 7,939.52 Phase 700 Development Feasibility Study 887.50 Total $ 10,254.22 5-00- 614736 "" 11802570 82294-0035 Northeast Trunk Sewer 73 419‘ Phase 100 Wetland Delineation and Application 20.70 Phase 300 Initial Construction Plan Engineering 778.00 Total $ 798.70 11802571 B2294-0036 Larking and Rolling Hills Overlay Phase 100 Plans,Specifications and Coordination 5,371.40 I t)i) Total $ 5,371.40 Total Escrow Projects $ 30,893.45 2 475 Invoice Total $ Ni67262705. 1? laNenck locanwelckspare,Voll 2204-Corcera^invoices and Budget T,dc.cer et(2018,0,aannAprn 201t1 co,e1 lettet does Invoice V V May 4, 2018 1 Invoice No: 11802561 W E N C K City of Corcoran, MN 8200 County Road 116 Responsive partner. Corcoran, MN 55340 Exceptional outcomes. Project Manager Kent Torve Project 2294-01 Corcoran General Engineering Services Professional Services Through April 30, 2018 Phase 200 PLANNING PLANNING Professional Personnel Hours Rate Amount Torve, Kent 1.20 132.00 158.40 Totals 1.20 158.40 Total Labor 158.40 Phase Total 158.40 Phase 500-01 General General Professional Personnel Hours Rate Amount Wyers, Nicholas 2.00 90.00 180.00 Totals 2.00 180.00 Total Labor 180.0 /$ 00 Phase Total 0.00 J Phase 600-01 Stormwater/WCA General Tasks Stormwater/WCA General Tasks Professional Personnel Hours Rate Amount Boll, Wesley 2.50 119.00 297.50 Nalven, Sarah 7.80 95.00 741.00 Nelson, Susan 18.30 75.00 1,372.50 Totals 28.60 2,411.00 Total Labor 2,41 . 0 113. Phase Total 2 11.00 Phase 700-01 MnDOT State Aid MnDOT State Aid Professional Personnel Hours Rate Amount Shuck,Jordan 1.00 119.00 119.00 Terhaar, Edward 14.00 153.00 2,142.00 Totals 15.00 2,261.00 Total Labor 740 • INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project 2294-01 Corcoran General Engineering Services Invoice 11802561 Phase Total 2,261.00 Phase 700-06 Bridge and MSA Feasibility Study Bridge and MSA Feasibility Study Professional Personnel Hours Rate Amount Erickson, Mindy 3.00 60.00 180.00 Mueller, Kevin 5.00 116.00 580.00 Quisberg,Jason 1.00 140.00 140.00 Shuck,Jordan 1.50 119.00 178.50 Terhaar, Edward 4.00 153.00 612.00 Torve, Kent 13.70 132.00 1,808.40 Totals 28.20 3,498.90 Total Labor 3,498.90 Phase Total 3,498.90 Phase 900 Utilities Utilities Professional Personnel Hours Rate Amount Wyers, Nicholas 1.80 90.00 162.00 Totals 1.80 162.00 Total Labor 162.00 Phase Total 162.00 Phase 900-01 Water Water Professional Personnel Hours Rate Amount Torve, Kent 2.70 132.00 356.40 Totals 2.70 356.40 Total Labor 356.40 Phase Total 356.40 Total Invoice Amount 9,027.70 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 2 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.comWebwww.wenck.com Project 2294-01 Corcoran General Engineering Services Invoice 11802561 Billing Backup Friday, May 4, 2018 WAI - Wenck Associates, Inc. Invoice 11802561 Dated 5/4/2018 11:19:43 AM Project 2294-01 Corcoran General Engineering Services Phase 200 PLANNING PLANNING Professional Personnel Hours Rate Amount 063 962-Torve, Kent 4/11/2018 50 132.00 66.00 DRC general and administrative projects 063 962 -Torve, Kent 4/18/2018 70 132.00 92.40 DRC Totals 1.20 158.40 Total Labor 158.40 Phase Total 158.40 Phase 500-01 General General Professional Personnel Hours Rate Amount aZ1706922 - Wyers, Nicholas 4/10/2018 50 90.00 45.00 ^ l ' r 17 Leer review locate tickets 706 922- Wyers, Nicholas 4/11/2018 1.00 90.00 90.00 1164O -f $aS,S L..-" update city hall parking striping layout, send details to developers and suppliers rZi w 706 922- Wyers, Nicholas 4/12/2018 50 90.00 45.00 _ ( send details to developers LavAtx{ Totals 2.00 180.00 Total Labor 180.00 Phase Total 18 .00 10,06 Phase 600-01 Stormwater/WCA General Tasks Stormwater/WCA General Tasks Professional Personnel SHoursRateAmoAaq,186 933 - Boll, Wesley 4/3/2018 2.00 119.00 238.00 tox Wetland Restoration Feasibility Study 186 933 - Boll, Wesley 4/5/2018 50 119.00 59.50 as"1 Wetland Restoration Feasibility 789 922 - Nalven, Sarah 4/4/2018 10 95.00 9.50 phone call with Wes re plan and availability 789 922- Nalven, Sarah 4/4/2018 20 95.00 19.00 task reminders 789 922- Nalven, Sarah 4/5/2018 1.10 95.00 104.50 annual report 789 922- Nalven, Sarah 4/20/2018 3.70 95.00 351.50 annul report(incl. TMDL appendix) + general stormwater and illicit discharge training powerpoints 789 922 - Nalven, Sarah 4/24/2018 20 95.00 19.00 MS4 annual report/TMDL report INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 3 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.comWebwww.wenck.com Project 2294-01 Corcoran General Engineering Services Invoice 11802561 789 922- Nalven, Sarah 4/25/2018 10 95.00 9.50 MS4 annual report/TMDL report 789 922 - Nalven, Sarah 4/27/2018 20 95.00 19.00 MS4 annual report/TMDL report 789 922 - Nalven, Sarah 4/30/2018 2.20 95.00 209.00 Meeting prep and meeting with Kevin and Susan in Corcoran 335 923 - Nelson, Susan 4/3/2018 2.30 75.00 172.50 Annual stormwater memorandum 335 923 - Nelson, Susan 4/4/2018 3.50 75.00 262.50 Annual stormwater memorandum 335 923 - Nelson, Susan 4/5/2018 70 75.00 52.50 Annual stormwater memo, Local Plan 335 923 - Nelson, Susan 4/16/2018 2.00 75.00 150.00 MS4/Local Plan meeting prep. Meeting with Kevin Mattson and Kent Torve at Corcoran City Hall. 335 923 - Nelson, Susan 4/17/2018 1.90 75.00 142.50 Manure management and dust control research and email. MS4 training PowerPoint presentations - revisions and video troubleshooting. 335 923 - Nelson, Susan 4/18/2018 1.40 75.00 105.00 Email Sarah Nalven regarding MS4 items in Monday's meeting. Finalize 2018 training presentations. 335 923 - Nelson, Susan 4/20/2018 2.10 75.00 157.50 Talk to Sarah Nalven about 2017 MS4 annual report and TMDL report, 2017 and 2018 training. Update septic benefit estimator and create database for development reviews. Find MS4 and TMDL contacts and email Sarah. 335 923 - Nelson, Susan 4/23/2018 40 75.00 30.00 Compress and troubleshoot illicit discharge presentation, email Sarah Nalven. 335 923 - Nelson, Susan 4/25/2018 2.00 75.00 150.00 Respond to Sarah Nalven's request for background on septic system disconnection and TMDL benefit, especially as it relates to the Lake Sarah, Elm Creek, and Pioneer-Sarah Creek TMDLs. Reserach Elm Creek and Pioneer-Sarah Creek TMDLs for bacteria and phosphorus load reductions. 335 923 - Nelson, Susan 4/26/2018 1.00 75.00 75.00 Compose background and questions for Sarah Nalven to email Rachel Olmanson at the MPCA re: translation of septic system disconnection to TMDL benefit. 335 923 - Nelson, Susan 4/30/2018 1.00 75.00 75.00 Preparation and meeting with Kevin Mattson, Kent Torve, and Sarah Nalven at City Hall. Edits to Local Plan following Parks &Trails Commission meeting and review of sections regarding Rockford School District ballfields. 3,So Totals 28.60 2,411.00 1 Total Labor 2,41 .00 Phase Total 2, 11.00 Phase 700-01 MnDOT State Aid MnDOT State Aid Professional Personnel Hours Rate Amount 243 933 - Shuck,Jordan 4/6/2018 1.00 119.00 119.00 mapping 293 951 -Terhaar, Edward 4/2/2018 2.00 153.00 306.00 state aid system review 293 951 -Terhaar, Edward 4/3/2018 2.00 153.00 306.00 state aid system review 293 951 -Terhaar, Edward 4/10/2018 2.00 153.00 306.00 MnDOT mapping review INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 4 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project 2294-01 Corcoran General Engineering Services Invoice 11802561 293 951 -Terhaar, Edward 4/16/2018 2.00 153.00 386.90 0 MnDOT traffic count software training 293 951 -Terhaar, Edward 4/17/2018 1.00 153.00 y5,3.o9' CMnDOTtrafficcountsoftwaretraining 293 951 -Terhaar, Edward 4/25/2018 2.00 153.00 3QEr!Q0t 4 MnDOT traffic count software training 293 951 -Terhaar, Edward 4/26/2018 2.50 153.00 382.50 state aid traffic count setup 293 951 -Terhaar, Edward 4/30/2018 50 153.00 76.50 state aid traffic counts Totals 15.00 2,261.00 lvTotalLabor2,2 .00 Phase Total 2 61.00 Phase 700-06 Bridge and MSA Feasibility Study Bridge and MSA Feasibility Study Professional Personnel Hours Rate Amount 651 911 - Erickson, Mindy 4/13/2018 1.00 60.00 60.00 Type street map legend for J. Shuck 651 911 - Erickson, Mindy 4/18/2018 50 60.00 30.00 Format Feasibility Study for K. Torve 651 911 - Erickson, Mindy 4/19/2018 1.00 60.00 60.00 Format Feasibility Report for K. Torve 651 911 - Erickson, Mindy 4/20/2018 50 60.00 30.00 Format Feasibility Report for K. Torve 907 932 - Mueller, Kevin 4/12/2018 3.00 116.00 348.00 reference grid creation 907 932 - Mueller, Kevin 4/17/2018 2.00 116.00 232.00 street map working 452 943 - Quisberg,Jason 4/19/2018 1.00 140.00 140.00 Review report, discuss MSA options, impacts, etc. 243 933 - Shuck,Jordan 4/12/2018 1.50 119.00 178.50 mapping 293 951 -Terhaar, Edward 4/18/2018 2.00 153.00 306.00 report text 293 951 -Terhaar, Edward 4/24/2018 1.00 153.00 153.00 state aid route options 293 951 -Terhaar, Edward 4/25/2018 1.00 153.00 153.00 state aid route options 063 962 -Torve, Kent 4/5/2018 2.50 132.00 330.00 MSA routes and financing plan 063 962 -Torve, Kent 4/17/2018 3.50 132.00 462.00 Draft FS and CIP 063 962 -Torve, Kent 4/18/2018 3.50 132.00 462.00 Draft FS and CIP 063 962-Torve, Kent 4/19/2018 2.50 132.00 330.00 Draft FS and CIP 063 962-Torve, Kent 4/27/2018 80 132.00 105.60 Option 4 review 063 962-Torve, Kent 4/30/2018 90 132.00 118.80 MSA options and revenue review Totals 28.20 3,498.90 Total Labor 3,498.90 Phase Total 3,498.90 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 5 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project 2294-01 Corcoran General Engineering Services Invoice 11802561 Phase 900 Utilities Utilities Professional Personnel Hours Rate Amount 706 922-Wyers, Nicholas 4/3/2018 50 90.00 45.00 send asbuilts for locate request(Sunde Survey, CR 10 and Brockton) 706 922- Wyers, Nicholas 4/9/2018 50 90.00 45.00 locate request 706 922- Wyers, Nicholas 4/24/2018 50 90.00 45.00 gopher state one call protech sewer and water hookup inspection 706 922- Wyers, Nicholas 4/30/2018 30 90.00 27.00 construction coordination, Protech and Commercial Wall system sewre and water hookup inspections Totals 1.80 162.00 Total Labor 162.00 Phase Total 162.00 Phase 900-01 Water Water Professional Personnel Hours Rate Amount 063 962 -Torve, Kent 4/30/2018 2.70 132.00 356.40 Water supply timeline and MG Contract analysis Totals 2.70 356.40 Total Labor 356.40 Phase Total 356.40 Project Total 9,027.70 Total this Report 9,027.70 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 6 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Invoice VA.A May 4, 2018 Invoice No: 11802562 Ii1 E N C K Brad Martens City of Corcoran, MN Responsive partner. 8200 County Road 116 Exceptional outcomes. Corcoran, MN 55340 Project Manager Kent Torve Project 2294-17 Lennar Development Professional Services Through April 30, 2018 Phase 100 Engineering & Project Coordination Engineering &Project Coordination Professional Personnel Hours Rate Amount Shuck,Jordan 8.00 119.00 952.00 Torve, Kent 1.20 132.00 158.40 Totals 9.20 1,110.40 Total Labor 1,110.40 Phase Total 1,110.40 Phase 200 Construction Plan Reviews and Approvals Construction Plan Reviews and Approvals Professional Personnel Hours Rate Amount Butler, Samuel 1.00 83.00 83.00 Schmidt, Rowdy 17.50 119.00 2,082.50 Totals 18.50 2,165.50 Total Labor 2,165.50 Reimbursable Expenses Mileage- Reimbursable 86.66 Total Reimbursables 86.66 86.66 Phase Total 2,252.16 Phase 300 Construction Inspection Construction Inspection Professional Personnel Hours Rate Amount Butler, Samuel 4.20 83.00 348.60 Schmidt, Rowdy 7.00 119.00 833.00 Wyers, Nicholas 10.10 90.00 909.00 Totals 21.30 2,090.60 Total Labor 2,090.60 Reimbursable Expenses Mileage- Reimbursable 60.51 Total Reimbursables 60.51 60.51 Phase Total 2,151.11 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project 2294-17 Lennar Development Invoice 11802562 Total Invoice Amount 5,513.67 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 2 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Invoice V V May 4, 2018 Invoice No: 11802568 I(E N C K Brad Martens City of Corcoran, MN Responsive partner. 8200 County Road 116 Exceptional outcomes.Corcoran, MN 55340 p Project Manager Kent Torve Project B2294-0023 Downtown Utility and Street Project 2014 Professional Services Throuah April 30, 2018 Phase 950 Project Closeout Project Closeout Professional Personnel Hours Rate Amount Schmidt, Rowdy 1.50 119.00 178.50 Torve, Kent 50 132.00 66.00 Wyers, Nicholas 1.30 90.00 117.00 Totals 3.30 361.50 Total Labor 361.50 Phase Total 361.50 Total Invoice Amount 361.50 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Invoice VA. May 4, 2018 Invoice No: 11802569 W E N CK Brad Martens City of Corcoran, MN Responsive partner.8200 County Road 116 Corcoran, MN 55340 Exceptional outcomes. Project Manager Kent Torve Project B2294-0027 CR 10 Turn Lanes Professional Services Through April 30, 2018 Phase 200 Route Surveying Route Surveying Professional Personnel Hours Rate Amount Halls, Matthew 1.00 90.00 90.00 Totals 1.00 90.00 Total Labor 90.00 Phase Total 90.00 Phase 400 Construction Plan Engineering Construction Plan Engineering Professional Personnel Hours Rate Amount Louwagie, Shawn 5.50 122.00 671.00 Schmidt, Rowdy 9.50 119.00 1,130.50 Torve, Kent 2.00 132.00 264.00 Wyers, Nicholas 8.20 90.00 738.00 Totals 25.20 2,803.50 Total Labor 2,803.50 Phase Total 2,803.50 Phase 800 Bid Management Services Bid Management Services Professional Personnel Hours Rate Amount Raymond, Luann 20 70.00 14.00 Torve, Kent 2.80 132.00 369.60 Wyers, Nicholas 3.00 90.00 270.00 Totals 6.00 653.60 Total Labor 653.60 Phase Total 653.60 Total Invoice Amount 3,547.10 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18% Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.comWebwww.wenck.com Invoice vT May 4, 2018 Invoice No: 11802564 W E N C K Brad Martens City of Corcoran, MN Responsive partner. 8200 County Road 116 Exceptional outcomes.Corcoran, MN 55340 p Project Manager Kent Torve Project B2294-0032 Escrow Projects Professional Services Through April 30, 2018 Phase 01 Park Place Storage, Acct. #500-20261 Park Place Storage, Acct. #500-20261 Professional Personnel Hours Rate Amount Wyers, Nicholas 50 90.00 45.00 Totals 50 45.00 Total Labor 45.00 Reimbursable Expenses Mileage- Reimbursable 5.45 Total Reimbursables 5.45 5.45 Phase Total 50.45 Phase 02 Bass Lake Crossings Bass Lake Crossings Professional Personnel Hours Rate Amount Butler, Samuel 4.50 83.00 373.50 Schmidt, Rowdy 3.00 119.00 357.00 Torve, Kent 3.00 132.00 396.00 Wyers, Nicholas 4.60 90.00 414.00 Totals 15.10 1,540.50 Total Labor 1,540.50 Reimbursable Expenses Mileage- Reimbursable 47.43 Total Reimbursables 47.43 47.43 Phase Total 1,587.93 Phase 04 Bass Lake Estates and Storage Bass Lake Estates and Storage Professional Personnel Hours Rate Amount Schmidt, Rowdy 3.00 119.00 357.00 Torve, Kent 80 132.00 105.60 Wyers, Nicholas 9.40 90.00 846.00 Totals 13.20 1,308.60 Total Labor 1,308.60 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project B2294-0032 Escrow Projects Invoice 11802564 Reimbursable Expenses Mileage- Reimbursable 31.61 Total Reimbursables 31.61 31.61 Phase Total 1,340.21 Phase 08 Sunrise Solar Sunrise Solar Professional Personnel Hours Rate Amount Schmidt, Rowdy 16.00 119.00 1,904.00 Torve, Kent 70 132.00 92.40 Wyers, Nicholas 2.80 90.00 252.00 Totals 19.50 2,248.40 Total Labor 2,248.40 Reimbursable Expenses Mileage- Reimbursable 75.77 Total Reimbursables 75.77 75.77 Phase Total 2,324.17 Phase 09 Pheasant Ridge Pheasant Ridge Professional Personnel Hours Rate Amount Torve, Kent 80 132.00 105.60 Totals 80 105.60 Total Labor 105.60 Phase Total 105.60 Total Invoice Amount 5,408.36 Current Prior Total Billing Summary 5,408.36 53,974.35 59,382.71 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 2 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.comWebwww.wenck.com Invoice VA May 4, 2018 Invoice No: 11802565 E N C K Kevin Mattson City of Corcoran, MN Responsive partner. 8200 County Road 116 Corcoran, MN 55340 Exceptional outcomes. Project Manager Kent Torve Project B2294-0033 Pulte NE Sewer and Development Feasibility Study Professional Services Through April 30, 2018 Phase 100 General Engineering and Project Coordina General Engineering and Project Coordination Professional Personnel Hours Rate Amount Shuck,Jordan 50 119.00 59.50 Torve, Kent 2.50 132.00 330.00 Vander Top,Vincent 4.50 153.00 688.50 Wyers, Nicholas 1.50 90.00 135.00 Totals 9.00 1,213.00 Total Labor 1,213.00 Phase Total 1,213.00 Phase 400 Sewer Routes and Alternatives Sewer Routes and Alternatives Professional Personnel Hours Rate Amount Bowers, Matthew 1.40 153.00 214.20 Totals 1.40 214.20 Total Labor 214.20 Phase Total 214.20 Phase 600 EAW Response EAW Response Professional Personnel Hours Rate Amount Bowers, Matthew 19.20 153.00 2,937.60 Madejczyk,Jeffrey 1.00 114.00 114.00 Shuck,Jordan 5.00 119.00 595.00 Terhaar, Edward 11.00 153.00 1,683.00 Torve, Kent 19.20 132.00 2,534.40 Wyers, Nicholas 50 90.00 45.00 Totals 55.90 7,909.00 Total Labor 7,909.00 Reimbursable Expenses Mileage - Reimbursable 30.52 Total Reimbursables 30.52 30.52 Phase Total 7,939.52 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Project B2294-0033 Pulte Development Feasibiliy Invoice 11802565 Phase 700 Development Feasibility Study Development Feasibility Study Professional Personnel Hours Rate Amount Bowers, Matthew 3.50 153.00 535.50 Sigtermans, Louis 4.00 88.00 352.00 Totals 7.50 887.50 Total Labor 887.50 Phase Total 887.50 Total Invoice Amount 10,254.22 Current Prior Total Billing Summary 10,254.22 44,535.90 54,790.12 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the Page 2 invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Invoice VA.A May 4, 2018 Invoice No: 11802570 A1 E N C K Kevin Mattson City of Corcoran, MN Responsive partner. 8200 County Road 116 Exceptional outcomes. Corcoran, MN 55340 Project Manager Kent Torve Project B2294-0035 Northeast Trunk Sewer Professional Services Through April 30, 2018 Phase 100 Wetland Delineation and Application Wetland Delineation and Application Professional Personnel Hours Rate Amount Walden, Brittany 30 69.00 20.70 Totals 30 20.70 Total Labor 20.70 Phase Total 20.70 Phase 300 Initial Construction Plan Engineering Initial Construction Plan Engineering Professional Personnel Hours Rate Amount Schroeher, Mark 2.00 125.00 250.00 Torve, Kent 4.00 132.00 528.00 Totals 6.00 778.00 Total Labor 778.00 Phase Total 778.00 Total Invoice Amount 798.70 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com Invoice VA.A May 4, 2018 Invoice No: 11802571 W E N C K Kevin Mattson City of Corcoran, MN Responsive partner. 8200 County Road 116 Exceptional outcomes. Corcoran, MN 55340 Project Manager Kent Torve Project B2294-0036 Larkin and Rolling Hills Overlay Professional Services Through April 30, 2018 Phase 100 Plans, Specifications and Coordination Plans, Specifications and Coordination Professional Personnel Hours Rate Amount Beck, Brian 1.00 116.00 116.00 Grosser, Kellen 30 69.00 20.70 Kaczmarek, Hagen 1.00 75.00 75.00 Langer,Thomas 20 98.00 19.60 Quisberg,Jason 5.50 140.00 770.00 Schroeher, Mark 26.70 125.00 3,337.50 Torve, Kent 80 132.00 105.60 Wyers, Nicholas 10.30 90.00 927.00 Totals 45.80 5,371.40 Total Labor 5,371.40 Phase Total 5,371.40 Total Invoice Amount 5,371.40 INVOICES ARE DUE UPON PRESENTATION. Subject to 1-1/2% 18%Annum interest/finance charge. Please reference the invoice number when sending payment. Federal Tax ID #41-1520095 -Wenck Associates, Inc.-1800 Pioneer Creek Center PO Box 249- Maple Plain, MN 55359-0249 Toll Free:800-472-2232 Main:763-479-4200 E-mail:accounting @wenck.com Web www.wenck.com STAFF REPORT Agenda Item 8a. Council Meeting: June 14, 2018 Prepared By: Brad Martens Topic: Commission Representatives Action Required: None – Informational Summary: The advisory commission representatives for the June 14th Council meeting are as follows: • Planning Commission: Jennifer Brewington • Parks and Trails Commission: Deb Regan Financial/Budget: N/A Alignment with Values: This item relates to the following adopted values: Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Options: N/A Recommendation N/A Council Action: N/A Attachments: N/A STAFF REPORT Agenda Item 11a. Council Meeting: June 14, 2018 Prepared By: Director Matt Gottschalk Topic: Fire Service Comprehensive Growth Plan Action Required: Review, Discuss, and Direct Staff Summary: On November 21, 2016 staff presented the Council with information recommending a Fire Service Study for the City of Corcoran. As a result of that presentation, staff was asked to bring back a request for proposal for the Council to review prior to publication. On February 23, 2017 staff brought forward a draft request for proposals for a Fire Service Comprehensive Growth Plan. The Council directed staff to publish the RFP as presented. On February 24, 2017, the request for proposals was published with the League of Minnesota Cities and sent to several consultants that had recently done work in the area. The deadline for proposals was March 30, 2017. At the May 11, 2017 Council meeting the City Council directed staff to move forward in commissioning a Fire Service Comprehensive Growth Plan study with Emergency Services Consulting International (ESCI). In the fall of 2017 staff was notified that the State Fire Marshal’s Office was changing their grant criteria and that Corcoran’s study would now qualify under their newly redesigned “Service Planning” grant. Staff assembled the supporting documentation, completed the grant application, and submitted it to the State Fire Marshal’s Office in January of 2018. On February 28, 2018 the City received formal notification that it would be receiving Service Planning grant funds. Staff worked with ESCI to provide all of the necessary information and documentation that they required. ESCI staff traveled to Minnesota for two days of on-site work. City staff reviewed draft reports and provided feedback to ESCI during the composition the study. ESCI has now completed the report and is scheduled for presentation at the June 14, 2018 council meeting. Staff is requesting that the Councilors study the attached Fire Service Comprehensive Growth Plan and assemble any questions they may have for the ESCI consultants. Questions may be asked during ESCI’s presentation of the study. If you have in-depth questions for ESCI, staff can relay them prior to the meeting so that they can adequately prepare for them. Staff Report—June 14, 2018 Council Meeting Prepared by Director Gottschalk Page 2 Financial/Budget: There are no financial considerations associated with this portion of the Fire Service Comprehensive Growth Plan process. Alignment with Values: This item relates to the following adopted values: Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Community Safety We will protect the community by maintaining or improving safety through police and fire protection and by investing and maintaining the infrastructure of the City. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. Options: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Recommendation: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Council Action: 1. Review and discuss the presented Fire Service Comprehensive Growth Plan and direct staff on the next steps. Attachments: Fire Service Comprehensive Growth Plan. FIRE SERVICE COMPREHENSIVE GROWTH PLAN Minnesota 2018 25030 SW Parkway Avenue, Suite 330 Wilsonville, OR 97070 E-Mail: info@esci.us • Corporate Office: 503.570.7778 City of Corcoran, MN Fire Service Comprehensive Growth Plan i TABLE OF CONTENTS Acknowledgments ........................................................................................................................ iii Evaluation of Current Conditions ................................................................................................... 1 Organizational Overview ................................................................................................................................. 1 Governance ................................................................................................................................................. 2 Organizational Design ................................................................................................................................. 5 Service Area and Infrastructure .................................................................................................................. 7 Budgets and Finance ................................................................................................................................... 9 Finance and Budget .................................................................................................................................. 11 Emergency Response Type and Frequency............................................................................................... 13 Management Components ........................................................................................................................... 14 Foundational Management Elements ...................................................................................................... 14 Management Documents and Processes.................................................................................................. 15 Record Keeping and Documentation ........................................................................................................ 17 Capital Assets and Capital Improvement Programs ...................................................................................... 20 Facilities .................................................................................................................................................... 21 Apparatus .................................................................................................................................................. 25 Staffing .......................................................................................................................................................... 27 Administrative and Support Staffing ......................................................................................................... 27 Emergency Response Staffing ................................................................................................................... 28 Fire and EMS Training Delivery ..................................................................................................................... 33 General Training Competencies ................................................................................................................ 33 Training Program Management and Administration ................................................................................ 35 Service Delivery and Performance ................................................................................................................ 38 Service Demand ........................................................................................................................................ 38 Future System Demand Projections ............................................................................................. 52 Population Growth and Community Risk ...................................................................................................... 52 Service Demand Projections ......................................................................................................................... 55 City of Corcoran, MN Fire Service Comprehensive Growth Plan ii Future Delivery System Models ................................................................................................... 57 Short and Mid-Term Strategies ..................................................................................................................... 57 Establishment of Response Standards and Targets .................................................................................. 57 Short Term Functional Improvements ...................................................................................................... 62 Potential Mid Term Improvements .......................................................................................................... 64 Future Fire Station Strategies and Alternatives ............................................................................................ 66 Potential Long-Term Strategies .................................................................................................................... 68 Potential Addition of a Third Fire Station in Rogers ................................................................................. 68 Potential Addition of a Fire Station in Corcoran ....................................................................................... 70 Hamel Fire Department ............................................................................................................................ 72 Maple Grove Fire Department .................................................................................................................. 73 Plymouth Fire Department ....................................................................................................................... 74 Analysis of Available Options ........................................................................................................................ 74 Option 1: Continue the Current Model ..................................................................................................... 75 Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies .......... 75 Option 3: Construct a New Fire Station and Implement a City Fire Department ..................................... 79 Future Staffing .......................................................................................................................................... 80 Exploration of Regional Cooperation Opportunities ................................................................................ 81 Thresholds and Triggers—Determining When a New Station is Needed ..................................................... 82 Cost Projections ............................................................................................................................................ 84 Continuation of the Current Model—Cost Projections ............................................................................ 84 Multiple-Variable Allocation ..................................................................................................................... 90 Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections .................................................................................................................................................................. 91 Fire Station Costing Examples ....................................................................................................................... 92 Construct an Additional Station and Implement a City Fire Department—Cost Projections ................... 94 Summary of Cost Projections .................................................................................................................... 95 Moving Forward .......................................................................................................................... 96 Findings and Recommendations ................................................................................................................... 96 Implementation Planning .............................................................................................................................. 97 Conclusion ................................................................................................................................. 100 Appendices ................................................................................................................................ 101 Appendix A: Table of Figures ...................................................................................................................... 101 City of Corcoran, MN Fire Service Comprehensive Growth Plan iii ACKNOWLEDGMENTS Emergency Services Consulting International (ESCI) would like to acknowledge and thank the assistance and support of the City of Corcoran administrative staff and personnel of the participating fire departments, without which this project could not have been successfully completed. CITY COUNCIL Ron Thomas, Mayor Jonathan Bottema, Councilor Brian Dejewski, Councilor Mike Keefe, Councilor Tonya LaFave, Councilor AGENCY STAFF Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Dave Malewicki, Fire Chief, City of Hanover Jeff Leuer, Fire Chief, Loretto Fire Department Brad Feist, Fire Chief, City of Rogers City of Corcoran, MN Fire Service Comprehensive Growth Plan 1 EVALUATION OF CURRENT CONDITIONS Emergency Services Consulting International (ESCI) was engaged by the City of Corcoran to provide a Fire Service Comprehensive Growth Plan regarding the delivery of fire and emergency services within the city that will assist the agency in future efforts and long-range planning. This report serves as the culmination of the project and is configured in a matter that evaluates current conditions; projects future growth, development, and service demands; and provides recommendations to maintain or enhance current service delivery in the future. Using organizational, operational, staffing, and geographic information system (GIS) models; this phase of the study provides an evaluation of the current services delivered to the city. The evaluation and analysis of data and other information is based on state laws and regulations, National Fire Protection Association (NFPA) standards, Commission on Fire Accreditation International (CFAI)1 self-assessment criteria, health and safety requirements, federal and state mandates relative to emergency services, and generally accepted best practices within the emergency services community. Each section in the following report provides the reader with general information about that element, as well as observations and analyses of any significant issues or conditions that are pertinent. Observations are supported by data provided by the fire departments providing services to the City of Corcoran and collected as part of the data review and interview process. The purpose of this section is two-fold. First, it verifies the accuracy of baseline information along with ESCI’s understanding of the agency’s composition. This provides the foundation from which the Fire Service Comprehensive Growth Plan is developed. Secondly, the overview serves as a reference for the reader who may not be fully familiar with the details of the city or the contracted fire department’s operations. Where appropriate, ESCI includes recommended modifications to current observations based on industry standards and best practices. Organizational Overview The Organizational Overview component provides a summary of the agency’s composition, discussing its configuration and the services that it provides. Data provided by the City of Corcoran and the fire departments providing contracted services, as well as both internal and external stakeholders, was combined with information collected during ESCI’s fieldwork to develop the following overview. Fire, emergency medical, and other emergency services in the City of Corcoran are provided via contract with three area fire departments, rather than by the city itself. The City is served by the Rogers Fire Department, the Hanover Fire Department, and the Loretto Fire Department. The following figure displays the study area and the portions of the City of Corcoran that are served by the three fire departments. 1 The CFAI organization is now a subsection of the Center for Public Safety Excellence (CPSE) but maintains its prime function of accrediting fire agencies. City of Corcoran, MN Fire Service Comprehensive Growth Plan 2 Figure 1: Corcoran Service Area Map The service area consists of 36 square miles that constitute the city limits of Corcoran. The population served consists of an estimated 5,500 in the city. Governance The very basis of any service provided by governmental or quasi-governmental agencies lies within the policies that give that agency the responsibility and authority upon which to act. In most governmental agencies, including the fire departments serving Corcoran, those policies lie within the charters, ordinances, and other governing documents adopted by the agency. The following figure provides an overview of the fire departments, and City of Corcoran’s governance and lines of authority elements. City of Corcoran, MN Fire Service Comprehensive Growth Plan 3 Figure 2: Governance Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency Agency name City of Corcoran Hanover Fire Department Loretto Volunteer Fire Department Rogers Fire Department Preferred acronym N/A HFD LFD or LVFD RFD Governance and Lines of Authority Governing body City of Corcoran City of Hanover City Council 501(C)(3) nonprofit corporation board of directors City of Rogers Head of governing body Mayor Ron Thomas Mayor Jeff Leuer, President/Fire Chief Loretto Volunteer Fire Department Incorporated Mayor and City Council Key employee of governing body Brad Martens, City Administrator Matt Gottschalk, Director of Public Safety Brian Hagen, City Administrator/ Clerk/Treasurer Jeff Leuer, President/Fire Chief Steve Stahmer, City Administrator Meetings Twice Monthly, 2nd & 4th Thursday Second Tuesday of each month (fire department) Monthly Board Meetings 3rd & 4th Tuesday of the month Policy and administrative roles defined Charter City/State Statute – Plan A City Council- Legislative Based on City policy Yes, In the Constitution and By Laws and Lexipol Yes Attributes of Successful Organizations Policy, rules, guiding documents State Statute, City Charter, City Code, Financial Mgmt. Guidelines, Employee Handbook Standard Operating Policies and Standard Operating Guidelines Constitution and By Laws and also Lexipol City Handbook Process for revision provided Yes As needed only. Currently under way. The Constitution and By Laws and Lexipol updated annually Yes Legal counsel maintained Yes- Carson Clelland & Schreder Via the City of Hanover Yes Yes Consultation available For City Staff Contract attorney, as needed Yes Labor counsel As needed, not retained N/A N/A Yes Financial controls Financial control system Financial Mgmt. Guidelines, Annual Audit Invoices approved by the Fire Chief, processed by City Finance Informal Yes City of Corcoran, MN Fire Service Comprehensive Growth Plan 4 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Financial review Annual Audit, Quarterly Performance Reports Annual audit is performed by the city Monthly Report to full department Yes Auditor Abdo, Eick & Meyers Annual Yes, Audit report completed each time the treasurer or Fire Chief changes Yes Frequency of review Annual Audit, Quarterly by staff Upon change of Chief or Treasurer Annual Governing body minutes maintained Yes Yes Yes Yes Availability of minutes Last 2 yrs. Online, others by request Available on line Emailed to all members plus kept in a book in the fire station City webpage Discussion The City of Corcoran is established as a municipality under statutes of the State of Minnesota and organized by way of the Corcoran City Charter and City Code. The City’s governance model is that of a mayor, who serves a term of two years, and four city council members, each of whom serves a term of four years. A city administrator manages the day to day operations of the city, reporting directly to the city council. The City of Corcoran does not operate a municipal fire department, like some cities, but rather receives fire and EMS services via contract with three neighboring fire departments. Each is discussed below: Hanover Fire Department (HFD) Hanover is also a municipality, operating under a similar mayor/council form of governance, with a city administrator and staff. The Hanover Fire Department is a subdivision of the city and provides fire and rescue services not only to the City of Hanover, but also to the City of Greenfield and Rockford Township—in addition to the City of Corcoran. HFD is staffed entirely by POC personnel, under the direction of a POC fire chief. Loretto Fire Department (LFD) Loretto Fire Department (LFD) is organized differently. It is not a city agency like the others but is , instead, configured as a not profit organization, as defined under federal statute 26 U.S.C.§501, specifically as a 501(c)(3), tax exempt, organization. LFD, also titled the Loretto Volunteer Fire Department, is not a component of the municipality of Loretto, but a stand-alone entity. It operates under Articles of Incorporation, not municipal policy and procedure and the organization’s leadership is elected from within and by vote of the membership. LFD is staffed entirely by a POC model, consisting of 32 responders. City of Corcoran, MN Fire Service Comprehensive Growth Plan 5 Rogers Fire Department (RFD) RFD is a municipal subdivision of the City of Rogers. Rogers governance is configured in the same manner as the City of Corcoran, with a mayor/council form of government. However, unlike Corcoran, Rogers operate s an all hazards fire and EMS department. A full-time fire chief manages the department, along with a full-time fire inspector. Emergency response is provided by a combination of the two full-time personnel and 41 “Paid On Call” (POC) first responders, staffing response vehicles from two fire stations. Organizational Design The structural design of an emergency services agency is vitally important to its ability to deliver service in an efficient and timely manner while providing the necessary level of safety and security to the members of the organization, whether career, paid-on-call, or volunteer. During an emergency, an individual’s ability to supervise multiple personnel is diminished thus industry standards recommend a span of control of four to six personnel under stressed situations. This is a recommendation carried forward from military history and has shown to be effective in emergency service situations. In addition, employees tend to be more efficient when they know to whom they report and have a single point of contact for supervision and direction. A recent research project conducted by the Columbia University, Northwestern University, and University of Queensland, Australia, found that, …when there are tasks that require teamwork, people get more done when there are leaders and followers. Without a clear chain of command, members often become sidetracked with grabbing power and lose track of the task at hand.2 The following figure summarizes the organizational design components of each of the study agencies: 2 “Why Hierarchies are Good for Productivity,” Inc. September 2012, p 26. City of Corcoran, MN Fire Service Comprehensive Growth Plan 6 Figure 3: Organizational Design Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Organizational Structure Structure type Mayor/Council- Administrator Traditional top down hierarchy Traditional top down hierarchy Traditional top down hierarchy Descriptions of all jobs maintained Yes Yes Yes, for all positions Yes Job descriptions updated Yes In June, 2017 As needed; all are current Yes Employment agreements Yes N/A N/A Yes Chain of Command Defined Chain of command Council-City Administrator- Director of Public Safety Yes, via organizational chart Yes, via organizational chart Yes, via organizational chart Span of control Public Safety Director oversees fire service contracts The fire chief oversees all operational personnel 3:1 for administration and operations. Appropriate given existing staffing levels Chief oversees one inspector and all 41 POC personnel Hiring/Firing authority Council Fire Chief Final authority is with the board; Chief is a board member Fire Chief Formation and History Organization formed City, 1973 1931 1947 Incorporated in 1949 History maintained Yes Yes Yes No Individual or group responsible City Clerk Fire Chief Fire Chief N/A Discussion The City of Corcoran is configured as a municipality, operating under the direction of a city council and mayor. A city administrator manages daily operations of the city government, assisted by a public safety director that is responsible for law enforcement services as well as managing the contractual services provided by the fire departments serving the city. The fire departments in Rogers and Hanover are organized in a similar manner. A top-down hierarchical organization is in place, as is typical of most fire departments. A fire chief is appointed by the city to manage the fire department. The fire chief subsequently appoints subordinate positions, as needed, to accomplish the mission of the agency. City of Corcoran, MN Fire Service Comprehensive Growth Plan 7 Loretto Fire Department differs from the others as a 501(c)3 nonprofit corporation. Still, a top down organizational chart is in place and causes the organization to operate essentially the same as the other two fire departments. However, in this instance the fire chief does not report to a city administrator or city council, but rather to the nonprofit corporation board of directors, of which the fire chief is also a member. Service Area and Infrastructure The size and composition of a fire department’s service area affects the type and number of personnel, fire stations and vehicles that are needed to provide services efficiently. Sometimes complex decision need to be made regarding the deployment strategies employed to properly position resources based on land area, geography, risk and similar factors. Following is a summary of the agency service areas and service delivery infrastructure resources. Figure 4: Service Area and Infrastructure Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department General Description of Agency Agency type Municipal Municipal fire department. Paid on call staffed. 501c3 Nonprofit Corporation Loretto Volunteer Fire Department Incorporated Full time Chief, Fire Inspector, & 41 POC Firefighters Area, square miles +/- 36 36 33 44 Headquarters 8200 County Rd 116 Corcoran, MN 55340 1 – 369 Labeauxe Ave. 259 Medina Street PO Box 22 Loretto, MN 55357 Station 1 Fire stations None 1 1 2 (1 temporary) Other facilities City Hall Campus, Public Works, Old Public Works None 1 off-site office None Population served 5,500 4,500 5,000 16,500 Service Delivery Infrastructure Emergency vehicles N/A Engines 2 3 3 Engine, reserve 0 0 0 Ladder truck 0 0 1 Ambulance 0 0 0 Ambulance, reserve 0 0 1 Quick response unit 0 2 Water tender 2 1 1 Brush 3 1 2 Rescue 1 1 1 City of Corcoran, MN Fire Service Comprehensive Growth Plan 8 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department ISO rating Current Classification Tied to responding fire department ratings 4/4X 4 in the City of Loretto, 4Y outside the city 3/3Y Date of last rating N/A October, 2016 2017 May of 2017 Staffing Total fire department personnel N/A 25 Paid On Call plus POC Chief 32 Paid On Call 42 Paid On Call (POC) responders 1 chief, 1 fire inspector Administrative and support personnel, full-time N/A 0 0 2 Administrative and support personnel, part- time N/A 0 1 fire chief @ 20% FTE, 4 POC assistant chief, 2 Admin. Asst. @ 30 hours/week 0 Operational personnel, full- time N/A 0 0 0 Operational personnel, volunteer/POC N/A 0 31 42 Operational personnel, POC N/A 26 30 Paid On Call members plus fire chief 42 Discussion The boundaries of the City of Corcoran consist of a 36-square mile township, six miles by six miles. The city’s current population is estimated to be 5,500, however the number is growing steadily. The areas served by the contract fire departments extend beyond their respective cities, with Roger’s service area the largest at 44 square miles consisting of 16,500 population served. Hanover’s population of 4,500 is included in a service area of 36 square miles, and Loretto Fire Department serves approximately 33 square miles that is home to 5,000 residents. The following figure compares the three fire department’s numbers of fire stations, pumpers (fire engines), and aerial ladder trucks. City of Corcoran, MN Fire Service Comprehensive Growth Plan 9 Figure 5: Capital Asset Comparison Discussion The Rogers Fire Department operates out of a main fire station, but has also established a second, temporary station that is planned to be replaced with a permanent facility. Plans for a third station, which would be in proximity to the City of Corcoran’s northeastern border, are also in place, however a specific location and anticipated date of construction have not been identified. The Hanover Fire Department operates from a single facility, as does the Loretto Fire Department. Rogers has three structural fire engines in service, as does Loretto Fire Department, while Hanover has two. The only aerial ladder truck in the study area is operated by Rogers Fire Department. It is important to note that each of the study fire agencies provides services to areas that extend beyond their respective boundaries. Each department contracts for services to other cities, in the same manner that they do with Corcoran. These additional service areas may have an impact on the availability of response units to incidents in Corcoran, if they are otherwise committed to an emergency in another area. The matter will be considered in the Service Delivery section of this report. Budgets and Finance No emergency services agency, whether municipal or non-profit corporation can survive without adequate funding. This funding, which may come from a variety of sources such as ad valorem taxes, fundraisers, donations, etc., forms the basis from which the agency is able to purchase the necessary equipment to fulfill its mission. Without adequate funding that is also sustainable, an organization is destined for failure. In the current economy, most communities are searching for ways in which to reduce expenditures while maintaining levels of service. Simultaneously, emergency services organization are finding it increasingly difficult to deliver the services that the community desires and are often asking for more funding to adequately supply the expected levels of services. 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD City of Corcoran, MN Fire Service Comprehensive Growth Plan 10 The following is a summary of the three fire department’s revenues, operating budget, and debt. The representations presented here illustrate total departmental budget including personnel, supplies/materials, and capital expenditures, information that will be used in future analyses in this report. Figure 6: Operating Budget and Financial Resources Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Designated fiscal year Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Calendar year, January 1 to December 31 Revised current year general operating fund budget, fire department $298,700 $208,829 Operational Budget $327,400 Capital Outlay $100,000 Pension $55,000 Total Budget $482,400 $601,839 General fund property tax, city levy $3,716,165 (Levy w/ Debt) $1,410,972 N/A 5,357,938 Levy rate (current year) 45.994% 49.50% N/A 38.308% Bonds, fire department None None None $69,783 2011 Equipment $71,400 Station (final year) $58,000 2014 Equipment Other tax levy, public safety None None None None City of Corcoran, MN Fire Service Comprehensive Growth Plan 11 Finance and Budget Without adequate funding, no emergency services organization can fulfill its mission. The personnel, whether career or volunteer, are compensated either through salary and benefits, or through per-call compensation and volunteer pension programs. Apparatus are expensive pieces of specialized equipment that can cost as much as $1.5 million and must be replaced periodically—as will be discussed in the next section of this report. Facilities, which can cost upwards of several million dollars to construct, are necessary to house the apparatus and provide housing and training for personnel. Although not replaced as often as appara tus, emergency services facilities cannot be expected to last forever. This report section reviews the current funding provided to the departments providing services to the City of Corcoran. As already mentioned, the City of Corcoran is served by three pr edominantly volunteer fire departments: Hanover VFD, Loretto VFD, and Rogers VFD. Based on information received from the City of Corcoran, funding for fire protection and medical first response for fiscal year 2017 totaled $298,700 and $328,113 for fiscal year 2018; with $64,119 allocated to Hanover VFD, $110,000 allocated to Loretto VFD, and $153,994 allocated to Rogers VFD. The following figure illustrates the Corcoran allocation to each of the department providing services to the city as well as their estimated funding from all other sources. Figure 7: Estimated Total Fire Department Funding (FY2018) Based on a cost per household comparison, the City of Corcoran is significantly below state and national rates as illustrated in the following figure. City of Corcoran, MN Fire Service Comprehensive Growth Plan 12 Figure 8: Comparison of Cost of Fire Protection per Household The preceding figure does not simply state that Corcoran is underpaying for fire protection. It must be understood that the comparison, produced by the Minnesota Center for Fiscal Excellence, includes all forms of fire departments such as full-time career, combination, and predominantly volunteer.3 A greater indicator of adequate funding is the level of service provided to the community and the community’s satisfaction with that level of service. In short, if a community is willing to accept longer response times in exchange for lower tax rates, then the burden has been shifted to the taxpayers. However, if the level of service is not meeting the needs or desires of the community, it should be clearly communicated to them that improving the level of service will, in turn, create additional funding needs that will most likely translate into higher tax rates to support the system. In most rural fire protection systems, longer response times have been acceptable but, as communities grow and develop, and as populations move from more urban areas, their expectations may be drastically different than what the community has typically accepted. 3 “How Does Minnesota Compare? State Rankings of State and Local Government Revenues and Spending.” For Fiscal Year 2015. September 2017. P. 22. City of Corcoran, MN Fire Service Comprehensive Growth Plan 13 Emergency Response Type and Frequency Rogers, Hanover, and Loretto Fire Departments respond to multiple requests for assistance from their residents each year. As typically found, most incidents are emergency medical in nature. The department’s emergency calls for 2016 are listed in the following figure. Figure 9: Emergency Response Type and Frequency Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Fire 18 21 Incidents Value of property exposed to fire, 2014 Data not provided $230,000 51 Value of property lost to fire, 2014 Data not recorded $126,000 $3.5 million Rupture or explosion 1 0 $760,000 EMS/rescue 106 119 1 Number of EMS transports 0 0 163 Hazardous condition 10 8 Service call 3 19 37 Good intent call 29 23 23 False call 22 10 102 Severe weather 11 0 105 Other 0 0 Total 200 200 482 Discussion Of the three, the Rogers Fire Department responds to the most incidents annually, totaling 482 in 2016, the most recent period for which a complete year of data is available. Hanover and Loretto each recorded 200 responses during the year. City of Corcoran, MN Fire Service Comprehensive Growth Plan 14 Management Components Effective fire department management is a common challenge for fire service leaders. Today’s fire department must address management complexities that include an effective organizational structure, adequacy of response, maintenance of competencies, a qualified work force, and financial sustainability for the future. To be effective, the management of a fire department needs to be based on a number of components. The initial elements have been accomplished by the agency, completing a Strategic Plan that has institutionalized the organization’s mission, vision, and values. This process needs to be continually built upon to ensure that essential foundational elements such as policy and operational documents, development of internal and external communication practices, recordkeeping, and sustainable financial practices are implemented and maintained. In the following report section, ESCI examines the city’s and the three fire departments’ current efforts to manage the organization and identifies measures and best practices ESCI is recommending for the future. Foundational Management Elements The development of baseline management components in an organization enables it to move forward in an organized and effective manner. In the absence of foundational management elements, the organization will tend to operate in a random and generally ineffective manner. The following figure reviews the departments’ baseline management components. Figure 10: Foundational Elements Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Mission, Vision, Strategic Planning, Goals, and Objectives Mission statement adopted Yes Yes Yes Yes Displayed Yes Yes In bylaws only – every member has a copy Yes Periodic review Yes No Annual, as a part of annual bylaws Review Annually Vision established and communicated Yes No No Yes Values of staff established Yes No No Yes Strategic or master plan Yes None No No formal Strategic Plan Adopted by elected officials Yes N/A N/A Yes Published and available Yes N/A N/A Yes Periodic review Yes N/A N/A Annually City of Corcoran, MN Fire Service Comprehensive Growth Plan 15 Survey Components City of Corcoran Hanover Fire Department Loretto Fire Department Rogers Fire Department Agency goals and objectives established Yes Informally only Yes Yes Date developed Annually N/A Annually by the board and as a part of budget development process, but no published document Annually Periodic review Yes N/A Annual Yes Tied to division/personnel performance statements/plans Yes N/A No No Objectives linked to programs In Progress No N/A Performance objectives established Yes Individual performance evaluations are being implemented No N/A Code of ethics established City Handbook Yes, included in policy manual Yes Yes Discussion All the agencies involved in this report have developed a Mission Statement, commendably, and Rogers Fire Department has developed statements of Vision and Core Values. However, of the three fire departments, none have undertaken a process of fully developing a Strategic Plan. A Strategic Plan sets a course of direction for an organization, stating its reason for existence and declaring priorities, goals, and plans for moving ahead. Doing so requires a facilitated process of guiding a working group though the process, resulting in a three-to-five-year road map for the organization. It is recommended that each of the fire departments undertake a Strategic Planning process and, further, that consideration be given to doing so collaboratively to establish a plan specifically for the delivery of services in Corcoran. Management Documents and Processes Similarly, an organization should establish appropriate documentation, policies, procedures, and identification of internal and external issues that affect the agency. Processes must also be established to address the flow of information and communication within the fire department as well as with its constituents. City of Corcoran, MN Fire Service Comprehensive Growth Plan 16 Figure 11: Foundational Documents and Processes Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Availability of SOPs, Rules and Regulations, Policies Copies of rules provided Standard Operating Policies and Standard Operating Guidelines Yes Yes Last date reviewed Currently under review 2016 January 2015 Copies of SOGs or guidelines available Yes Yes Yes Regular update Currently under review Annually Yes Process for development of new SOGs Not defined Yes, chiefs do as time allows Not defined SOGs used in training evolutions Yes Yes Yes Policy manual available Yes, in the form of a Standard Operating Policy manual Yes Yes Reviewed for consistency Currently under review Yes Yes Reviewed for legal mandates Currently under review Yes Yes Training on policies provided Yes Yes Yes Critical Issues Has the agency identified critical issues? Informally only Informally only Yes First critical issue Budgeting and financing equipment needs Funding Daytime response Second critical issue Keeping an adequate number of responders POC numbers Retention Third critical issue Inability to plan due to not knowing if the contract with Corcoran will continue. Uncertainty. Not provided Response Time Internal Communications Regularly scheduled staff meetings (fire department) Yes 501c3 Board Meetings Monthly Quarterly Officers Meeting. Yes Written staff meeting minutes Yes Yes No Memos Yes Yes Yes Member newsletter No No No Member forums No No Yes Open door policy Yes Yes Yes City of Corcoran, MN Fire Service Comprehensive Growth Plan 17 Discussion The departments, as Paid On Call staffed organizations, by necessity and mission, function in a paramilitary manner. Consistent service delivery is dependent on standardized rules, regulations, and policies that guide appropriate behavior and accountability. These guiding documents are vital for success in training at all levels and meeting the expectations of the citizens served by the City of Corcoran and the citizens outside of the city served by the study fire departments. All three fire departments have developed operating procedures to varying degrees. Loretto updated their manual in 2016; and Rogers in 2015. Hanover indicated that theirs were currently under review and those that were observed were found to be dated. Further, well developed practices for the review and update of operating guidelines was not articulated by the agencies. ESCI advises that all three agencies prioritize the development, annual review, and updating of operating guidelines within their organizations. Further, ESCI finds that one of the most valuable undertakings that could be pursued in the interest of enhanced service delivery in Corcoran, as well as the entire area served by the three fire departments would be to jointly develop shared, consistent Standard Operating Guidelines to be used by all three agencies. Doing so would standardize the ways in which emergencies are managed, avoid conflicts resulting from differing practices, increase firefighter safety, and substantially enhance the delivery and consistence of fire and EMS services. Critical Issues Each agency was asked to identify critical issues facing their organization. The responses were similar between all three, generally consisting of concerns with financial stability, uncertainty regarding service contracts and, consistently, the need to recruit and retain qualified responders. Each agency identified shared concerns and needs that are common to all. Commonly shared critical issues not only impact the participating fire agencies, but resultantly affect the City of Corcoran, as well. The common challenges suggest opportunities for the fire departments to share resources and work more closely together to improve the efficiency of service delivery regionally. The subject is beyond the scope of this study, but will be re-visited later in the report in future strategy discussions. Record Keeping and Documentation In any organization, documentation of activities is of paramount concern. The following figure reviews the practices that are in place in the study agencies. City of Corcoran, MN Fire Service Comprehensive Growth Plan 18 Figure 12: Record Keeping and Documentation Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Document Control Process for public access established Not defined Informal Only Yes Hard copy files protected Yes In office. Locked. Yes Computer files backed up Yes Yes, daily Yes Document Security Building security Yes Locked Yes Office security Yes Office locked when not occupied Yes Computer security Yes Password protected Yes Monetary Controls Used Cash access controls No None kept on hand Yes Credit card controls Yes Chief and Assistant Chief are issued cards Yes Purchasing controls Yes, via city finance department Double signature permission required from a chief officer. No purchase orders are used. Yes Reporting and Records Records kept by computer Yes Yes Yes Type of platform Windows PC Windows Periodic report to elected officials Annually to Hanover and Corcoran Semi annually Weekly Financial report Yes Year-to-date profit and loss for the month itemizing all purchases goes to each member Yes Management report Yes Monthly Yes Operational report Yes Monthly Yes Annual report produced Yes Yes Yes Distributed to others Yes Yes – to five contract cities Yes Required Maintenance Records Incident reports Yes Yes Yes Patient care reports Yes Yes No Exposure records Yes Yes Yes SCBA testing Annual Yes Yes Hose testing Annual Yes Yes Ladder testing Annual Yes No Pump testing Annual Yes Yes Breathing air testing Annual Yes Yes City of Corcoran, MN Fire Service Comprehensive Growth Plan 19 Discussion Practices for securing and controlling documentation are in place in all three organizations and, generally, are consistent with best practices. HFD indicated that they do not have procedures in place for cash access and, if the agency handles petty cash, tracking should be established. Other appropriate controls are in place in the two city fire departments via their respective city protocols. As a non -profit corporation, LFD has set its own document and financial procedures. Record keeping and reporting of agency activities is appropriately undertaken by all three agencies. Each report activities to the communities that they serve on a routine basis and reporting is provided in a transparent manner. Reporting of testing practices that are generally accepted as industry standards is completed by all three agencies. It is noted that HFD conducts appropriate annual testing of equipment, with the exception of ground ladder testing, which is recommended. City of Corcoran, MN Fire Service Comprehensive Growth Plan 20 Capital Assets and Capital Improvement Programs Regardless of an emergency service agency’s financing, if appropriate capital equipment is not available for the use by responders, it is impossible for a fire department to deliver services effectively. Two primary capital assets that are essential to the provision of emergency response are facilities and apparatus (response vehicles). The study agencies maintain a balance of three basic resources that are needed to carry out its emergency mission: People, equipment, and facilities. Because firefighting is an extremely physical pursuit, the adequacy of personnel resources is a primary concern; but no matter how competent or numerous the firefighters are, the department will fail to execute its mission if it lacks sufficient fire apparatus distributed in an efficient manner. Of the three study area fire departments, four fire stations are incorporated into the service delivery model. Rogers Fire Department operating two, and Hanover and Loretto each responding from one facility. The agencies’ capital assets are again summarized in the following figure: Figure 13: Capital Asset Comparison 2 3 11 2 0 1 3 0 0 1 1 2 2 3 3 4 Stations Pumpers Aerials Rogers FD Hanover FD Loretto FD City of Corcoran, MN Fire Service Comprehensive Growth Plan 21 Facilities Appropriately designed and maintained facilities are critical to a fire department’s ability to provide services in a timely manner and with appropriate deployment of assets. ESCI observed and reviewed the fire stations operated by three fire agencies. The findings are summarized in the following pages and any areas of concern observed are identified. Figure 14: Hanover Fire Station Hanover’s station is the departments only fire station, and also houses its administrative offices. The station was constructed in 2015 and is in excellent condition. The facility includes four, back in, double-depth apparatus bays along with offices and a large training room. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 369 Labeauxe Avenue. Hanover, MN Construction type Masonry and steel frame, steel clad walls and roof Date of construction 1994 Seismic protection/energy audits When originally designed Auxiliary power None Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Adequate storage, ADA accessible, dual gender appropriate. Apparatus bay space is maximized. Square footage Approximately 6,400 FACILITIES AVAILABLE Exercise/workout Some fitness equipment is in the apparatus bay mezzanine Kitchen/dormitory A small kitchen is adjacent to the training room Lockers/showers Yes Training/meetings A large training/meeting room seats approximately 50 Washer/dryer Yes SAFETY AND SECURITY Sprinkler system None Smoke detection Present Security Doors have combination locks Apparatus exhaust system None Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. City of Corcoran, MN Fire Service Comprehensive Growth Plan 22 Figure 15: Loretto Fire Station Loretto operates out of one station, which also includes some of the administrative offices. Additional office space is located in an off-site space. The station was constructed in 1980 and, while in fair condition, the space is fully maximized. The facility includes five, back-in apparatus bays, which are barely adequate in depth. There are no 24-hour crew quarters in this station. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 259 Medina Street North Construction type Masonry Date of construction 1980 Seismic protection/energy audits None Auxiliary power None Condition Fair Special considerations (ADA, mixed gender appropriate, storage, etc.) Not ADA compliant. Apparatus bays are crowded, and storage is limited. There is no room for future expansion. Square footage 5,000 FACILITIES AVAILABLE Exercise/workout None Kitchen/dormitory None Lockers/showers None Training/meetings A good-sized training and meeting area is located on the second floor, but in a space shared with the city of Loretto. Washer/dryer Turnout gear extraction machine is present. There is no dryer. SAFETY AND SECURITY Sprinkler system None Smoke detection Yes Security Doors have combination locks Apparatus exhaust system Yes Units/staffing levels assigned Apparatus list follows. All units are staffed via Paid On Call responders. City of Corcoran, MN Fire Service Comprehensive Growth Plan 23 Figure 16: Rogers Station 1 Rogers Station 1 is the department’s main station, as well as home to the administrative offices. It is a modern facility consisting of six apparatus bays, offices, and a large training room. Built in 1997, the station is in excellent condition and will continue to serve the department well for many years. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 21201 Memorial Drive Construction type Concrete block & brick Date of construction 1997 Seismic protection/energy audits When originally designed Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) Yes Square footage 12,850 Sq. Ft. FACILITIES AVAILABLE Exercise/workout Yes Kitchen/dormitory Yes Lockers/showers Yes Training/meetings Yes Washer/dryer Yes SAFETY AND SECURITY Sprinkler system Yes Smoke detection Heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows. Staffing is via two 40 hour/week personnel, all other units are staffed via Paid On Call members. City of Corcoran, MN Fire Service Comprehensive Growth Plan 24 Figure 17: Rogers Station 2 Rogers Station 2 is a temporary facility for housing fire units in anticipation of construction of a new fire station. It is located in a bay that is a portion of the city’s public works facility and consists of a single, double-width bay that houses an engine and a small rescue vehicle. There are no quarters, kitchen, or other staff facilities and there is no storage space provided. SURVEY COMPONENT OBSERVATIONS STRUCTURE Physical address 22350 South Diamond Lake Road (Temporary Location) Construction type Concrete Panels (Public Works building) Date of construction 2005 Seismic protection/energy audits Yes Auxiliary power Yes Condition Excellent Special considerations (ADA, mixed gender appropriate, storage, etc.) No storage area – No space for additional apparatus Square footage 1,530 Sq. Ft. FACILITIES AVAILABLE Exercise/workout No Kitchen/dormitory No Lockers/showers No Training/meetings No Washer/dryer No SAFETY AND SECURITY Sprinkler system Yes Smoke detection Smoke & heat detection Security Yes Apparatus exhaust system No Units/staffing levels assigned Apparatus list follows; N/A City of Corcoran, MN Fire Service Comprehensive Growth Plan 25 Apparatus Each of the fire departments maintain a sizeable fleet of response vehicles that range from fair to excellent condition. An inventory of fire apparatus, configuration, and condition is provided in the following figures. Figure 18: Hanover Assigned Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 2004 Spartan Good 2 1,500 800 Engine 12 Engine 1991 Ford 9000 Fair 2 1,250 700 Tanker 11 Tanker 1992 Freightliner Fair 1 None 2,200 Tanker 12 Tanker 2006 International Good 1 500 3,000 Rescue 11 Heavy Rescue 1998 Rescue Good 1 N/A N/A Grass 11 Grass 1975 Chevrolet Poor 1 150 250 Ranger 11 ATV w/tank 1975 Polaris Fair 1 150 250 Ranger 12 ATV w/tank 2017 Polaris New 1 8 GPM 100 Figure 19: Loretto Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 11 Engine 1996 Pierce Good 4 1,250 750 Engine 12 Engine/Tanker 2000 Pierce Good 4 1,250 2,500 Tanker 11 Tanker 2007 Pierce Excellent 4 500 3,000 Rescue 11 Rescue 2017 Pierce Excellent 4 1,250 1,000 Utility 11 Grass 1990 Ford 350 Fair 4 100 250 Utility 12 Utility 2006 Ford 250 Fair 2 N/A N/A Grass 12 Grass 2009 Polaris Excellent 2 100 250 Engine 11 Engine 1996 Pierce Good 4 1,250 750 City of Corcoran, MN Fire Service Comprehensive Growth Plan 26 Figure 20: Rogers Station 1 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity E11 Engine 2006 Pierce Excellent 5 2,000 750 E12 Engine 1996 Custom Fire Fair 5 1,250 1,000 A11 Aerial (Platform) 2001 Pierce Excellent 5 2,000 300 R11 Rescue 2011 GMC 2500 Excellent 4 N/A N/A R12 Heavy Rescue/IC 2014 Pierce Excellent 5 N/A N/A G11 Grass Rig 2000 Ford F350 Good 2 18 HP 300 G12 (ATV) ATV 2016 John Deere Excellent 2 5.5 HP 70 LSU Rehab Trailer 2004 Pace Good N/A N/A N/A T11 Tanker 1990 Ford L9000 Fair 2 N/A 3,500 Figure 21: Rogers Station 2 Apparatus Apparatus Number Type Year Make and Model Condition Minimum Staffing Pump Capacity Tank Capacity Engine 21 Engine 2011 Pierce Excellent 5 2,000 1000 Rescue 21 Rescue 2005 GMC Yukon Good 5 N/A N/A Discussion ESCI observed the three departments’ vehicles to be well maintained and in good to excellent condition generally. The apparatus operated by the agencies is similar in terms of design, water tank capacity, and fire pumping capability. The departments are able to operate on an emergency scene without issues of incompatible fire hose fittings or inadequate apparatus capabilities between one agency and another. Long range capital replacement planning is always a challenge, and one that the fire departments appear to have addressed adequately. Of note is the Hanover Fire Department which ESCI observed to have a fleet of good quality apparatus and for which the department reports that they have no debt, having fully paid for all apparatus when it was purchased. The City of Rogers reports that a comprehensive Capital Improvement Plan (CIP) is in place. The CIP accommodates the purchase of high cost equipment including fire apparatus, as well as equipment and future facility construction. Major capital expenses are financed via bonded debt under the plan and may be supplemented with pull tab or other revenue. Loretto Fire Department has been able to maintain a high-quality fleet of apparatus, as well. When on-site for field work, LFD had just taken delivery of a new fire engine and the balance of their equipment was all found to be in good and excellent condition. City of Corcoran, MN Fire Service Comprehensive Growth Plan 27 Staffing Personnel resources serve as the backbone of any emergency service provider and the study departments are no exception. Regardless of the deployment of stations or the availability of vehicles and apparatus, people are the resource that place these other items into action, fulfilling the mission of the organization. Typically, today’s emergency service agencies are configured as a combination of career (paid full-time), part- time, paid-on-call, and volunteer personnel. Decisions regarding which staffing methodologies an agency utilizes are dependent upon several factors, including availability of paid-on-call or volunteer personnel, service demand, population density, socioeconomics and demographics of the community, and financial resources. This section of the report evaluates the study agencies’ personnel resources including administrative staffing, and operational staffing and performance. Administrative and Support Staffing One of the primary responsibilities of a fire department’s administration is to ensure that the operational segment of the organization has the ability and means to respond to and mitigate emergencies in a safe and efficient manner. An effective administration and support services system is critical to the success of a fire agency. Figure 22: Administrative and Support Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Administration and Other Support Staff Fire Chief 1 1 1, full-time (Fire Marshal & Emergency Manager) Assistant Chief 1 4 Training 1 Training Officer 1 EMS Coordinator Captain 4 1 Fire Prevention Captain 1 0 1 Fire Inspector, full-time Administrative Assistant None 2 None Total administrative & support staff 1 Chief, others are primarily responders with additional assigned duties 1 Chief, others are primarily responders with additional assigned duties 2 Percent administrative & support to total department personnel 4% 4% 4% Discussion In career organizations, administrative personnel often are not included in operations totals as they serve functions other than scene response. In combination departments, however, these staff are commonly both administrative and operational; serving many times as the primary responders during daytime hours. For the purposes of illustration, administrative personnel are separated here in an effort to display how the departments operate similarly. City of Corcoran, MN Fire Service Comprehensive Growth Plan 28 Figure 23: Administrative and Support Staff Hanover Loretto Rogers Chief 1 1 1 Assistant Chief 0 4 0 Inspector 0 0 1 Administrative Assistant 0 2 0 Total 1 7 2 As mentioned previously, the personnel identified in the preceding figure as administrative and support staff also serve operational roles. The next figure identifies those within each organization that do not have administrative and support roles. Figure 24: Operational Staff Hanover Loretto Rogers Paid-on-Call Responder 26 30 40 Emergency Response Staffing It takes an adequate and properly trained staff of emergency responders to put the appropriate emergency apparatus and equipment to its best use in mitigating incidents. Insufficient staffing at an operational scene decreases the effectiveness of the response and increases the risk of injury to all individuals involved. Tasks that must be performed at a fire can be broken down into two key components —life safety and fire flow. Life safety tasks are based on the number of building occupants, and their location, status, and ability to take self-preservation action. Life safety related tasks involve search, rescue, and evacuation of victims. The fire flow component involves delivering sufficient water to extinguish the fire and create an environment within the building that allows entry by firefighters. The number and types of tasks needing simultaneous action will dictate the minimum number of firefighters required to combat different types of fires. In the absence of adequate personnel to perform concurren t action, the command officer must prioritize the tasks and complete some in chronological order, rather than concurrently. These tasks include: • Command • Scene safety • Search and rescue • Fire attack • Water supply • Pump operation • Ventilation • Back-up/rapid intervention City of Corcoran, MN Fire Service Comprehensive Growth Plan 29 The first 15 minutes is the most crucial period in the suppression of a fire. How effectively and efficiently firefighters perform during this period has a significant impact on the overall outcome of the event. This general concept is applicable to fire, rescue, and medical situations. Critical tasks must be conducted in a timely manner in order to control a fire or treat a patient. The fire chiefs are responsible for assuring that responding companies are capable of performing all of the described tasks in a prompt, efficient, and safe manner. The following figure lists the department’s emergency response staffing configuration. Figure 25: Emergency Response Staffing Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department Emergency Service Staff Station or Assistant Chief 1 4 2, Paid On Call Captain 4 7 4 positions (POC) Lieutenant 2 1 4 positions (POC) Firefighter/EMT – career 0 0 0 Firefighter/EMT – volunteer/POC 18 17 41 Use of Career and Volunteer Personnel Career scheduling methodology N/A N/A 40-hour work week for full-time Length of normal duty period N/A N/A 8-hour day FLSA period, if applicable N/A N/A N/A Residency requirements N/A N/A Yes Wage for hours worked N/A N/A Yes Operational Services Provided Fire suppression Yes Yes Yes EMS/rescue, first response Yes Yes Yes EMS, advanced life support No No No Specialized rescue Trench, silo rescue, swift water rescue No Yes Fire prevention inspections Yes, accompanies contract inspector No Yes Emergency management Yes No Yes Public education Yes No Yes Hazardous materials response (level) Operations level Operations level Operations level City of Corcoran, MN Fire Service Comprehensive Growth Plan 30 Discussion Although the preceding figure illustrates total numbers of operational personnel and, when combined with the administrative and support staff, provides a number of total staff for each department, it does little in the way of evaluating how the departments are staffed in comparison to others throughout the nation and region or how many personnel they are each able to generate for sufficient incident response. The following three figures illustrate how each department compares to others serving similar population sizes in regard to total personnel per 1,000 population. Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population Based on this comparison, Hanover VFD is trending slightly behind other departments throughout the Midwest and the nation serving similar populations. Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population City of Corcoran, MN Fire Service Comprehensive Growth Plan 31 In contrast to Hanover, Loretto VFD is doing very well in the number of total personnel when compared to departments serving similar populations across the Midwest and the nation. Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population Although not as high as Loretto, Rogers VFD is also doing well regarding the comparison of personnel to other departments. These comparisons, however, do not necessarily translate into the ability to generate sufficient personnel for incident response. It is common for volunteer organizations to have a roughly 10 to 20 percent active participation rate. The following figure illustrates each department’s ability to generate its own personnel for structure fire response—incidents that require the most personnel—and does not include personnel from mutual and automatic aid departments. City of Corcoran, MN Fire Service Comprehensive Growth Plan 32 Figure 29: Average Structure Fire Staffing Based on this analysis of 2015 and 2016 national fire incident reporting system (NFIRS) structure fire data obtained from the Federal Emergency Management Agency (FEMA) for the individual study departments, Loretto and Rogers Fire Departments are able to generate sufficient personnel independently while Hanover is more reliant on mutual and automatic aid. This is not necessarily a negative point as long as the department can rely on mutual and automatic aid departments to supplement their internal staff for fire incidents. City of Corcoran, MN Fire Service Comprehensive Growth Plan 33 Fire and EMS Training Delivery Providing safe and effective fire and emergency services requires a well-trained workforce. Training and education of personnel are critical functions for each study agency. Without quality, comprehensive training programs, emergency outcomes are compromised, and emergency personnel are at risk. One of the most important jobs in any department is the thorough training of personnel. The personnel have the right to demand good training and the department has the obligation to provide it.4 Initial training of newly hired firefighters is essential, requiring a structured recruit training and testing process. Beyond introductory training, personnel need to be actively engaged on a regular basis and tested regularly to ensure skills and knowledge are maintained. To accomplish this task, agencies must either have a sufficient number of instructors within their own organization or be able to tap those resources elsewhere. Training sessions should be formal and follow a prescribed lesson plan that meets specific objectives. In addition, a safety officer should be dedicated to all training sessions that involve manipulative exercises. In the following pages, ESCI reviews the training practices in the three study agencie s, compares them to national standards and best practices, and recommends modifications, where deemed appropriate. General Training Competencies For training to be fully effective, it should be based on established standards. There are a variety of sources for training standards. All three departments use the National Fire Protection Association (NFPA) and International Fire Service Training Association (IFSTA) and Minnesota State established training standards as the basis for their fire suppression training practices, and national Emergency Medical Services standards are used as the baseline for medical training coursework. 4 Robert Klinoff, Introduction to Fire Protection, Delmar Publishers: New York, NY, 1997. City of Corcoran, MN Fire Service Comprehensive Growth Plan 34 Figure 30: General Training Competencies Survey Components Hanover Fire Department Loretto Fire Department Rogers Fire Department General Training Competency Incident command system Yes Yes Yes Accountability procedures Yes, via par tags Yes Yes – fireground operations Policy and procedures Yes Yes Yes Safety procedures Yes Yes Yes – City Safety Committee Recruit training Yes Mentor program Yes Special rescue (high angle, confined space, etc.) Limited Confined Space, Awareness level Yes Hazardous materials Operations Level Operations Level Operations Level Wildland firefighting Yes Yes, Basic only Yes Vehicle extrication Yes Yes Yes Defensive driving Yes In-house and outside instructors based on Emergency Vehicle Operations Course (EVOC) Yes Use and care of small tools Yes Yes Yes Radio communications & dispatch protocol? Yes Yes Yes EMS skills and protocol Yes EMT Basic and EMR continuing education Yes Discussion A review of the general training competencies that are included in the fire departments’ fire -related training program reveals that the necessary baseline subject areas are addressed by the training officers. Following is additional discussion related to the training program’s foundational configuration. City of Corcoran, MN Fire Service Comprehensive Growth Plan 35 Training Program Management and Administration To function effectively, a training program needs to be managed. Administrative prog ram support is important, though often weakly addressed. An additional element of effective administration is the development of program guidance in the form of training planning, goals, and defined objectives. The next figure reviews the department’s training program administration and management practices. Figure 31: Training Program Administration and Management Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Training Administration Director of training program Chief – contracts to Customized Fire/Rescue Training Inc. One captain and one lieutenant assigned to fire training, another captain and lieutenant assigned to EMS training Rick Altendorf, Assistant Chief and Training Officer Program goals and objectives identified Yes Not formally Generally, to meet continuing education requirements of Firefighter I and II based on state standards Recordkeeping Individual training files maintained Yes Yes Yes Records and files computerized Yes Limited Yes Daily training records Yes Monthly N/A Company training records N/A Yes N/A Administrative Priority Budget allocated to training Not provided $12,000 $16,000 Using certified instructors Yes Some Yes Annual training report produced No No Each person gets their own quarterly training summary, no annual report Adequate training space/facilities and equipment Yes Yes Yes Training Program Record Keeping and Clerical Support Administrative secretary support Fire inspector & fire chief None Part-Time Administrative Assistant Records computerized software used Firehouse Software Yes Excel, Image trend & Target Solutions Training Facilities and Resources Training facilities (tower, props, pits) Yes None. Area streets and parking lots only No City of Corcoran, MN Fire Service Comprehensive Growth Plan 36 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Live fire props Yes None. Use State Fire Marshal’s Office props as available Access to mobile burn props and used. Live fire training on donated structures. Fire and driving grounds Yes None None, parking lots and roads used Classroom facilities Yes Yes Classroom in Fire Station VCR, projectors, computer simulations Adequate Yes Adequate Books, magazines, instructional materials Adequate Yes Adequate Training Procedures Manual Manual developed and used Yes No agency training manual Orientation manual. Training handbook references State mandated annual training requirements IFSTA manuals used Yes Yes Jones & Bartlett Training Scheduling Career training schedule N/A N/A N/A Volunteer training schedule Yes Monthly drill only Monthly drill Minimum training hours, competencies Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Members must attend all mandatory training and 30% of non-mandatory training. Mandatory is 24 hours as required by the state. Additional department-specific training required as mandatory by the department of approximately 50 hours annually, plus attendance to 30% of non-mandatory training. Methodology Used for Training Manipulative Yes Yes Yes Task performances Yes Yes Yes Minimum annual training hours Yes Fire training: Must attend 8 of 12 training sessions. 1 fire training per month and EMS: 6 training sessions, must meet minimum continuing education requirement. Approximately 50 hours/Year plus First Responder Recertification. Use of lesson plans Yes No Yes Night drills Yes Yes Yes Multi-agency drills Yes Yes Yes City of Corcoran, MN Fire Service Comprehensive Growth Plan 37 Survey Components Rogers Fire Department Hanover Fire Department Loretto Fire Department Inter-station drills Yes Yes N/A Physical standards or requirements Yes Physical ability test required upon hire. Medical physical examination every 2 years. Physical ability test upon initial hire and medical evaluation bi-annually. NFPA compliant. Annual performance evaluation conducted Yes/No – Full time staff only No Ongoing as part of regular training. No annual testing. Employee Development program Yes – Performance reviews No Mentor program for new hires. Basic requirements to progress through the ranks identified in the By Laws. Discussion The City of Corcoran has an interest in assuring that the agencies contracted for services train and operate in a similar manner. The training programs operate under the oversight of a chief officer or designee in all three agencies. Program goals and objectives are loosely defined and generally focused on meeting identified continuing education requirements. Administrative practices and record keeping is appropriate, although it is noted that there are efforts that are duplicated by all three agencies, which could be consolidated for greater efficiency. City of Corcoran, MN Fire Service Comprehensive Growth Plan 38 Service Delivery and Performance Perhaps the most visible part of an emergency services system is that of response. When a citizen calls 9-1-1, they expect a quick response by qualified personnel to assist them with whatever emergency they may be involved with. Overall service delivery is comprised of the various components that have the most impact on response: Service Demand, Distribution, Concentration, Response Reliability, and Response Performance. Each of these components are reviewed and analyzed in this report section. Service Demand Service demand can be described as all requests for service, however, it is important to understand when and where that demand is coming from. This section evaluates service demand based on total volume, temporally (by very specific time periods), and geographically. The following figure illustrates the total service demand over the past two years by the departments that provide service to the City of Corcoran. Figure 32: Overall Service Demand (Corcoran) The large increase in demand from 2015 to 2016 is more than likely due to the change in the contract arrangements with the departments serving Corcoran, discontinuing the previous contract with Hamel Fire Department. It is evident that service demand is increasing overall. Although the data above illustrates total service demand, it is more useful to identify service demand by incident type. This allows policymakers to more adequately position assets that will provide the best service within the community. The following figure breaks down each department’s total service demand into three primary categories; fires, medical responses, and all other incident types, such as alarms, public assists, etc. 0 20 40 60 80 100 120 140 160 Hanover Loretto Rogers 2015 2016 City of Corcoran, MN Fire Service Comprehensive Growth Plan 39 Figure 33: Service Demand by Type Based on this illustration, a majority of incidents occurring within Corcoran are medical and non-fire in nature, such as alarms (without fire) and public assists. Actual fires are relatively low, and each department has a significant number of other incident types throughout the city. It is also beneficial to evaluate service demand temporally. The following paragraphs review the last two years’ service demand by month, day of week, and hour of day. Figure 34: Service Demand by Month This analysis indicates that service demand is typically higher during the warmer months as would be expected based on levels of human activity. The following figure evaluates services by day of week. 0 20 40 60 80 100 120 140 160 180 2015 2016 Fires Medical Other 0 10 20 30 40 50 60 70 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2015 2016 City of Corcoran, MN Fire Service Comprehensive Growth Plan 40 Figure 35: Service Demand by Day of Week Based on this analysis, service demand is generally higher during the regular workweek and on Saturdays as the general public travels to and from work and recreational activities. The final temporal analysis evaluations demand by hour of day. Figure 36: Service Demand by Hour of Day As expected from departments that provide emergency medical first responder services, demand begins to rise between 6:00 and 7:00 a.m.; peaking during the mid-afternoon hours; and then declines into the evening. This trend closely mirrors general human activity. 0 10 20 30 40 50 60 Sun Mon Tue Wed Thu Fri Sat 2015 2016 0 5 10 15 20 25 30 35 Mi d n i g h t 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 2015 2016 City of Corcoran, MN Fire Service Comprehensive Growth Plan 41 This type of analysis allows policymakers to visualize when resources are needed the most. However, where these incidents occur is equally important so that decisions can be made regarding resource deployment. The following analysis plots the incident demand within Corcoran geographically and by incident type. Figure 37: Geographical Service Demand Distribution As illustrated in this figure, service demand is extremely low throughout the city with the exception of the east central section, which is much more densely populated than points further west. Unfortunately, this is the area that is furthest away from response resources as will be discussed next. City of Corcoran, MN Fire Service Comprehensive Growth Plan 42 Resource Distribution Now that it has been determined when and where incidents occur, existing deployment of resources can be evaluated and matched against historical demand. The following figure illustrates each department’s ability to respond from their respective stations within an assumed four, six, eight, and 10-minute travel time. Figure 38: Four, Six, Eight and 10-Minute Travel Capability As can be seen in this figure, even within 10 minutes of travel, a significant portion of Corcoran is uncovered. This analysis, however, assumes that resources are at the station and ready for response when dispatched. Understanding that stations are not always staffed, as is common with volunteer systems, this analysis does not represent actual response time. City of Corcoran, MN Fire Service Comprehensive Growth Plan 43 When evaluating distribution of resources, requirements from the Insurance Services Office (ISO) must also be considered. Those requirements indicate that, in order to receive the highest amount of credit, properties should be within 1.5 miles of a fire engine, 2.5 miles of an aerial apparatus (ladder) for properties over three stories in height or greater than 25,000 square feet, and within five total miles from a fire station. The following figure illustrates those travel distances based on current deployment of resources. The 2.5 -mile range is included to represent the area covered by the Rogers Fire Department, the only Corcoran-contracted department that operates an aerial apparatus. Figure 39: 1.5, 2.5 and 5-Mile Travel Capability City of Corcoran, MN Fire Service Comprehensive Growth Plan 44 The map demonstrates 1.5, 2.5, and 5-mile travel from the fire departments directly involved in this analysis. Although the 1.5 and 2.5-mile distances have less of an impact on properties, those that lie greater than five miles from a fire station are at risk of being classified as ‘unprotected,’ which can lead to higher property insurance premiums. It is noted that large portions of Corcoran fall beyond 5 miles travel from the three study agencies. If the ISO and insurance provider considers stations in Maple Grove, Plymouth and Hamel in their travel distances, rates will improve. Further, automatic aid agreements with Maple Grove have reduced this risk since Stations 4 and 5 can reach much of the area currently outside five road miles from the departments currently serving Corcoran. The same can be said, to varying degrees, for the stations in Plymouth and Hamel. ESCI met with representatives of Maple Grove Fire Department and found that they are willing to respond on a mutual aid basis but are not inclined to do so on a fully automatic mutual aid basis, meaning the ISO may or may not count those stations toward ratings. Looking at the response area map and specifically the City of Corcoran, it is visually apparent that a gap exists. The placement of an additional station in the eastern portion of the city will address these gaps and is discussed in greater detail later in this report. Response Reliability The workload on emergency response units can also be a factor in response time performance. The busier a given unit or department, the less available it is for the next emergency. If a response unit is unavailable, then a unit from a more distant station must respond, increasing overall response time. A cushion of surplus response capacity above average values must be maintained due to less frequent, but very critical times, when atypical demand patterns appear in the system. Multiple medical calls, simultaneous fires, multi -casualty events, or multiple alarm fires are all examples. One way to look at resource workload is to examine the amount of time multiple calls occur within the same time frame on the same day. ESCI examined the calls during 2015 and 2016 to find the frequency that the departments are handling multiple calls within any given time frame. This is important because the more calls occurring at one time; the more stretched available resources become leading to extended response times from distant responding available apparatus. Figure 40: Call Concurrency Rates (2016) Single 2 3 4 5 Incidents 264 25 3 1 3 Concurrency % 89.2% 8.4% 1.0% 0.3% 1.0% For most departments, the majority of calls occur singularly, as is the case within Corcoran. However, as communities grow the propensity for concurrent calls increases. When the concurrency reaches a level to which it stretches resources to near capacity, response times begin to extend. Although multiple medical calls will cause drawdown, especially as concurrency increases, they usually occupy only one unit at a time. Concurrent fire calls, however, are of more concern as they may require multiple unit responses for each call depending upon the dispatch criteria. Typically, “other” calls that are not actual fires or medical calls have higher rates of concurrency than fires and depending on the dispatch criteria, may create periods of extensive resource drawdown. City of Corcoran, MN Fire Service Comprehensive Growth Plan 45 It is important to note that an area with the highest workload will typically have the highest rate of concurrent calls and resource drawdown. This requires response units from other stations, to respond into this area. The impact on station area reliability can be affected by several factors such as: • Out of service for mechanical reasons • Out of service for training exercises • Out of area on move-up deployment • Lack of staffing • Concurrent calls When these factors impact the reliability of a station to respond within its prescribed territory, response time performance measures for the back-up station/apparatus can be negatively affected. Response Performance When discussing emergency services organizations, the primary issue of question is response performance. Response performance analysis evaluates how quickly an organization responds to an incident and is more commonly known as response time. The response time continuum, the time between when the caller dials 9- 1-1 and when assistance arrives, is comprised of several different components: • Processing Time—The amount of time between when a dispatcher answers the 9-1-1 call and resources are dispatched. • Turnout Time—The amount of time between when units are notified of the incident and when they are en route. • Travel Time—The amount of time the responding unit actually spends on the road to the incident. • Response Time—A combination of turnout time and travel time and generally accepted as the most measurable element. Other performance measurements are also valuable but not utilized in this analysis of staffing and deployment, such as: • Patient Contact Time—The actual time personnel arrived at the patient and began treatment. • Scene Time—The total amount of time resources have spent on the emergency scene prior to transport or clearing the incident. • Transport Time—The total amount of travel time spent transporting the patient to a definitive care facility. • Hospital Time—The total amount of time the transporting unit spent at the receiving facility before returning to service. • Total Commit Time—The total amount of time between dispatch and clearing the incident. Since none of the agencies involved in this project provide transport EMS, the components evaluated in this section will be limited to those found in the first list: processing, turnout, and total response. Before entering this discussion, however, the project team felt it necessary to provide a brief discussion about how the statistical information is presented, particularly regarding average versus percentile measures. City of Corcoran, MN Fire Service Comprehensive Growth Plan 46 The average measure is a commonly used descriptive statistic, also called the mean of a data set. It is a measure which is a way to describe the central tendency, or the center of a data set. The average is the sum of all the points of data in a set divided by the total number of data points. In this measurement, each data point is counted, and the value of each data point has an impact on the overall performance. Averages should be viewed with a certain amount of caution because the average measure can be skewed if an unusual data point, known as an outlier, is present within the data set. Depending on the sample size of the data set, this skewing can be either very large or very small. As an example, assume that a particular station with a response time objective of six minutes or less had five calls on a particular day. If four of the calls had a response time of eight minutes while the other call was across the street and only a few seconds away, the average would indicate the station was achieving its performance goal. However, four of the five calls, or 80 percent, were beyond the stated respon se time performance objective. The reason for computing the average is because of its common use and ease of understanding. The most important reason for not using averages for performance standards is that it does not accurately reflect the performance for the entire data set. With the average measure, it is recognized that some data points are below the average and some are above the average. The same is true for a median measure which simply arranges the data set in order and finds the value in which 50 percent of the data points are below the median and the other half are above the median value. This is also called the 50th percentile. When dealing with percentiles, the actual value of the individual data does not have the same impact as it did in the average. The reason for this is that the percentile is nothing more than the ranking of the data set. The 90th percentile means that 10 percent of the data is greater than the value stated, and all other data is at or below this level. Higher percentile measurements are normally used for performance objectives and performance measurement because they show that the large majority of the data set has achieved a particular level of performance. This can then be compared to the desired performance objective to determine the degree of success in achieving the goal. For this analysis, ESCI was most interested in the ability to respond the appropriate resources to the highest percentage of incidents. For this reason, ESCI analyzed NFIRS data from each department f or 2015 and 2016 and generated average, 80th percentile, and 90th percentile response performance for emergency incidents only. The first component of the response time continuum to be evaluated is call processing time in the communications/dispatch center. Hennepin County Communication provided ESCI with computer aided dispatch (CAD) data for 2015 and 2016 for this analysis. The following figure captures the organization’s average and 90th percentile call processing performance. City of Corcoran, MN Fire Service Comprehensive Growth Plan 47 Figure 41: Call Processing Performance Year Average 90th Percentile 2015 0:01:21 0:02:07 2016 0:01:17 0:02:00 NFPA 1221 recommends that communications centers process and dispatch emergency incidents within 60 seconds when measured at the 90th percentile. The data provided by the dispatch center indicates the 90th percentile performance to be twice the national standard. The discrepancy may be due to procedural matters in the center, or may be a result of flawed data collection, but it should be addressed. The fire departments and municipalities should work with the dispatch center to identify areas of improvement in an attempt to achieve a better call processing time. The second component of the response time continuum is turnout time, or the time between when resources are dispatched and when response units are en route to the incident. Turnout times can vary based on staffing patterns and will typically be longer for volunteer or paid-on-call departments. NFPA 1710, the standard that applies to career organizations, recommends a turnout time performance of 60 seconds for medical incidents and 1:20 (1 minute, 20 seconds) for fire incidents, when measured at the 90th percentile. NFPA 1720, the standard that applies to volunteer and combination departments, does not outline a specific turnout time performance recommendation. However, in order to determine if there is an identifiable deficiency in the overall response continuum, it is necessary to evaluate each department’s ability to get apparatus or units en route to an incident. The following figure summarizes each department’s historical average and 90th percentile turnout time performance. Figure 42: 90th Percentile Turnout Time Performance Hanover Loretto Rogers Average 90th Percentile Average 90th Percentile Average 90th Percentile 2015 0:03:51 0:07:45 0:01:23 0:02:40 0:02:50 0:07:39 2016 0:03:09 0:07:28 0:01:00 0:01:45 0:03:08 0:07:49 Regardless of what the call processing or turnout times are for a particular organization or a region, the most important aspect of response is actually getting the appropriate resources on the scene of the emergency. NFPA 1710 recommends a first unit arrival response performance of five minutes when measured at the 90th percentile regardless of population density and is applied to career fire departments. NFPA 1720 allows a tiered response performance objective based on varying levels of population density as illustrated in the following figure. City of Corcoran, MN Fire Service Comprehensive Growth Plan 48 Figure 43: NFPA 1720 Response Performance Recommendations5 Classification Population Density per Square Mile Response Performance Target Percentile Urban >1000 9:00 90th Suburban 500 to 999 10:00 80th Rural <500 14:00 80th Wilderness/Remote Undeveloped Undetermined 90th The following figure illustrates the total response performance for the study agencies from time of dispatch to arrival at the incident for 2015 and 2016. Figure 44: Response Time Performance, 2015 and 2016 Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 The summary in this figure includes emergency responses (without mutual aid) within the City of Corcoran ONLY and provides—in addition to the average and 90th percentile measures—the 80th percentile total response performance. This performance is illustrated based on the entirety of the City of Corcoran falling into the ‘rural’ population density zone based on NFPA 1720 recommendations. As can be seen in the figure, the 80th percentile response performance for each department serving Corcoran is at or better than the recommended measure of 14 minutes. However, it is noted that the city staff desires to apply the ‘suburban’ density standard to the properties that fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Mutual and Automatic Aid Systems Communities have traditionally forged limited agreements to share resources under circumstances of extreme emergencies or disasters. These agreements, known as mutual aid agreements, allow one community to request the resources of another in order to mitigate an emergency situation or di saster that threatens lives or property. There are numerous mutual aid agreements, both formal and informal, in place between fire, police, and emergency medical agencies within the study area, both with the departments participating in this project and those surrounding the study area. However, it is important to define the level of mutual aid systems in place in this region. Mutual aid can take several forms, and this analysis of mutual aid programs will begin with a brief explanation of the various types of mutual aid systems used by the fire service in various parts of North America. 5 NFPA 1720 Volunteer Department Staffing and Response Target Table from Section 4.3.2. City of Corcoran, MN Fire Service Comprehensive Growth Plan 49 BASIC MUTUAL AID UPON REQUEST This form of mutual aid is the most basic and is typically permitted under broad public laws that allow communities to share resources upon request during times of disaster or during local and regional emergencies. Often, these broad laws permit communities to make decisions quickly regarding mutual aid under specified limitations of liability. These broad laws can allow a community to tap into resources from their immediate neighbors, as well as very distant resources in communities with which they have very little day to day contact otherwise. Under this level of mutual aid, specific resources are typically requested by the fire department, through the appropriate chain of command, and sometimes coordinated by local or regional emergency management personnel. Depending on the level of the request, the response can sometimes be slow and the authorization process may be cumbersome due to the excha nge of official information or even elected official’s approval that may be required. WRITTEN MUTUAL AID AGREEMENTS This form of mutual aid takes the previous form one step further by formalizing written agreements between communities—typically immediate neighbors in a region—in an effort to simplify the procedures and, thus, cut response time. Usually, these written agreements include a process that takes the request and response authorization down to a lower level in the organization, such as the fire chi ef or other incident commander. By signing such agreements, communities are “pre-authorizing” the deployment of their resources under specified circumstances as spelled out in the agreement. Most often, these agreements are generally reciprocal in nature and rarely involve an exchange of money for service, though they may include methods for reimbursement of unusual expenses for long deployments. AUTOMATIC AID AGREEMENTS This form of mutual aid takes the process an additional step further by spelling out certain circumstances under which one or more community’s specific resources will respond automatically upon notification of a reported incident in the neighboring community. In essence, automatic aid agreements expand a community’s initial first alarm response to certain types of incidents by adding resources from a nearby neighbor to that response protocol. Typically, such agreements are for specific geographic areas where the neighbor’s resource can be expected to have a reasonable response time and are fo r only specific types of incidents. An example of such an agreement would be having a neighboring community’s engine respond to all reported structure fires in an area where it would be closer than the second or third-due engine from the home community. In other cases, the agreement might cover a type of resource, such as a water tender or aerial ladder, that the home community does not possess. An example of this would be having a neighboring community’s water tender respond to all reported structure fires in the areas of the home community that do not have pressurized hydrants. City of Corcoran, MN Fire Service Comprehensive Growth Plan 50 Automatic aid agreements may be purely reciprocal, or they may involve the exchange of money for the services provided. Purely reciprocal agreements are common, but typically are used where each community has some resource or service it can provide to the benefit of the other. These services or resources need not be identical. For instance, one community may send an engine to the other community on automatic response to structure fires, while the second community agrees to send a water tender to the first community’s structure fire calls in exchange. These reciprocal agreements are sometimes made without detailed concern over quantification of the equality of the services exchanged, since they promote the effectiveness of overall services in both communities. In other cases, the written agreements spell out costs that one community can charge the other for services, typically where no reasonable reciprocation can be anticipated. One primary purpose of automatic aid agreements is to improve the regional application of resources and staffing. Since fire protection resources are most frequently established because of the occupancy risks in a community and not necessarily a heavy workload, these resources may be idle during frequent periods of time. While fire departments make productive use of this time through training, drills, pre-incident planning, and other functions, the fact is that these expensive resources of apparatus and staff are not heavily tied up on emergency incidents. Communities that share certain resources back and forth are, in essence, expanding the emergency response workload of those units across a larger geographic area that generally ignores jurisdictional lines. This expanded use of resources can strongly benefit both communities that might otherwise have significantly increased costs if they had to procure and establish all the same resources alone. Automatic aid can be used effectively to bolster a community’s fire protection resources, or to reduce unnecessary redundancy and overlap between communities. For the departments serving the City of Corcoran, they each rely on a mix of automatic and mutual aid in order to get the closest unit to the scene in the fastest manner as well as to ensure sufficient personnel are on scene to effectively mitigate the incident. The following figure summarizes each departments’ use of mutual and automatic aid during 2015 and 2016. City of Corcoran, MN Fire Service Comprehensive Growth Plan 51 Figure 45: Mutual/Automatic Aid Given and Received As illustrated in this figure, Hanover VFD has decreased the amount of aid that it has provided to other departments over the past two years while increasing the amount of aid that it has received. Loretto VFD’s aid given has remained relatively stable and the amount of aid received from other departments has decreased. Rogers VFD has seen in increase in both aid given and aid received. It should be noted that the aid given by, and received from, is not limited to the study departments and would include other surrounding departments such as Hamel, Maple Grove, and Plymouth. 0 5 10 15 20 25 30 35 40 Aid Given Aid Received Aid Given Aid Received 2015 2016 Hanover Loretto Rogers City of Corcoran, MN Fire Service Comprehensive Growth Plan 52 FUTURE SYSTEM DEMAND PROJECTIONS In order to project potential future service demand, it is first necessary to evaluate historical population growth and current community risk. These elements, combined with historical per capita incident rates, allow for a more accurate projection of future demand. Population Growth and Community Risk Population History and Growth Emergency services demand is typically driven by population and human activity. This holds true for Corcoran as well. As the population of the area has risen, so has the overall service demand. The overall population of the response area has fluctuated over the past sixteen years based on histo rical census data, as illustrated in the following figure. Figure 46: Population Growth History Over this same period, the average growth rate calculates to 0.07 percent with a low of -1.03 percent in 2002 and a high of 2.05 percent in 2016. With additional development, particularly on the eastern side of the city, the population will likely continue to increase. This will be discussed in later sections of this report. Community Risk Analysis The fire service assesses the relative risk of properties based on a number of factors. Properties with high fire and life risk often require greater numbers of personnel and apparatus to effectively mitigate a fire emergency. Staffing and deployment decisions should be made with consideration of the level of risk within geographic sub-areas of a community. Unlike medical responses that focus on human life, fire incidents are intended to protect property in addition to life. Property values translate into tax revenue for municipalities and the protection of that valuation is often imperative to the success of a fire department. 0 1,000 2,000 3,000 4,000 5,000 6,000 2000 2001 2002 2003 3004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 City of Corcoran, MN Fire Service Comprehensive Growth Plan 53 The following translates land use (potential scale and type of development within geographic sub-areas) to categories of relative fire and life risk. • Low risk—Areas zoned and used for agricultural purposes, open space, low-density residential, and other low intensity uses. • Moderate risk—Areas zoned for medium-density single family properties, small commercial and office uses, low-intensity retail sales, and equivalently sized business activities. • High risk—Higher-intensity business districts, mixed use areas, high-density residential, industrial, warehousing, and large mercantile centers. Corcoran has a diverse mix of risk across the jurisdiction including some high risk industrial occupancies but is predominantly rural residential and agricultural. Proper code enforcement and fire prevention efforts will assist the city in ensuring that these properties are operating safely. In addition to occupancy risk, the relative age of a population can impact service demand and service delivery. Studies have shown that departments that participate in emergency medical services generally see utilization rates higher in certain age groups; typically, those under the age of five and those over the age of 65. The following figure illustrates how the population in the city is distributed across the various age groups. Figure 47: Population by Age Group The relative distribution of the population indicates lower than expected population age 65 and over. Many communities across the nation see a correlation between housing occupancy type and service demand. In some cases, high rental property and vacancy rates lead to increased service demand. This is commonly tie d to socioeconomic issues but is highly variable. The City of Corcoran, however, currently enjoys a relatively low renter and vacancy rate, which should remain steady into the future. 0 200 400 600 800 1000 1200 1400 Under 5 5-14 15-24 25-34 35-44 45-54 55-64 65 and Over City of Corcoran, MN Fire Service Comprehensive Growth Plan 54 Figure 48: Housing Occupancy Type There are different methods of calculating potential future population growth, and the mathematical and growth rate data indicate that the population of the response area will continue to remain stable for the foreseeable future, totaling an estimated 5,620 by 2040, as illustrated in the following figure. However, additional information will be presented following this chart that changes the projections considerably. Figure 49: Population Growth Projections The forecast of population growth is based on several models that include: • Mathematical forecast based on historical growth • Growth Rate using an average of historical growth rates 90.7% 6.6% 2.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Owner-Occupied Renter Occupied Vacant 0 1,000 2,000 3,000 4,000 5,000 6,000 Mathematical Growth Rate Based City of Corcoran, MN Fire Service Comprehensive Growth Plan 55 However, the data above does not present the complete picture. The Metropolitan Council adopted Thrive 2040 in May 2014. That document, based on development driven population projections, places the overall population of Corcoran at 8,900 in 2030 and 11,300 in 2040, nearly double what historical growth indicates as shown in the following figure. Figure 50: Consolidated Population Growth Projections The City should continue to regularly monitor population growth and development and continually update their plans to serve that growing population. This information will be used in the following section to project future service demand. Service Demand Projections Using the information from the previous sections of this report, ESCI evaluated historical service demand, historical incident rates, and potential changes to the population in the future, to develop a number of models of future service demand. Historical incident rates were multiplied against future populations based on the average growth rate model (annual historical growth rate). This method indicates slow but steady growth over the planning period as illustrated in the following figure, with a majority of service demand coming from medical incidents. City of Corcoran, MN Fire Service Comprehensive Growth Plan 56 Figure 51: Service Demand Projections – Historically Based Additionally, ESCI evaluated the projected populations based on the THRIVE 2040 report. These projected populations, as expected, create significantly more projected service demand as illustrated below. Figure 52: Service Demand Projections – Thrive Based Although it is nearly impossible to precisely predict population and service demand changes, it is evident that Corcoran will be faced with an increased service demand as time progresses and the overall population continues to grow due to development, particularly in the eastern portions of the City. Local officials should work closely with fire department representatives to monitor population changes annually and adjust future predictive models as necessary, relative to resource deployment. 0 20 40 60 80 100 120 140 160 180 200 Fire Medical Other City of Corcoran, MN Fire Service Comprehensive Growth Plan 57 FUTURE DELIVERY SYSTEM MODELS Although the foregoing sections of this report focused primarily on the conditions that currently exist within the City of Corcoran, the intent of this study is to combine that evaluation with a look into the future and provide policy makers with information necessary to carry the system forward over the next 10 to 20 years, with a defined focus on the question of future fire station placement and personnel deployment. This portion of the report provides discussion related to the deployment of facilities, apparatus and personnel with a focus on future service delivery and an improvement in overall efficiency within the system. Short and Mid-Term Strategies Establishment of Response Standards and Targets ESCI observes that the city, and the contracting fire departments involved in this study, have not established formalized response performance standards and targets. It is difficult to adequately identify if, when, or where a fire station should be added, or how personnel resources should be deployed, if the city does not know what it is seeking to achieve in terms of response performance. However, city staff have indicated that they would consider applying the response standard of the National Fire Protection Association (NFPA) using the category of “rural”, which sets a response standard of 14 minutes at the 80th percentile, to areas outside the Metropolitan Utilities Service Area (MUSA). In addition, staff would like to apply the “suburban” response category of a 10 minute response, 80 percent of the time, to areas within the MUSA. Additional detail on these standards is provided in the following pages. To determine future service delivery models for the study area, it is first necessary to establish response standards and targets that will be used to identify the appropriate deployment of physical and personnel resources. While there are nationally published standards for the deployment of fire stations and apparatus, often these standards are simply too restrictive, or too expensive, for many organizations . In this report section, ESCI will provide an overview of the published standards and then work to establish an appropriate set of response standards and targets for the study area that deliver an expected level of service within the fiscal constraints of the region. However, before doing so, ESCI provides the following important consideration, one that does not apply in most circumstances, and with most fire departments. In Corcoran, an unique situation is found, that being that fire and EMS services are provided via contracted services, rather than by a city fire department or separate fire district, as is more commonly found. The Evaluation of Current Conditions section of this report finds that the contracted service approach works well for Corcoran’s citizens and provides an acceptable level of service, without the need for the City of Corcoran to establish and maintain its own fire department. The model works and works well. Receiving fire and EMS response by way of contracted service presents the im portance of defining the level of service for which the city is paying and taking steps to measure how well the provided services meet the city’s and citizens’ needs, expectations, and ability to pay. To measure service effectively, the city needs to do two things: First, establish defined response standards and targets, and secondly, track and measure the contract agency’s response performance, relative to the identified standards. City of Corcoran, MN Fire Service Comprehensive Growth Plan 58 Response standards are based not only on response time, which is sometimes viewed as the only important measure, but also by the ability of the contract agency to assemble and adequate number of responders at an incident to address the emergency. Further, response time may be measured differently—for example, in some instances, response time may be calculated based on how soon a chief officer arrives on scene. However, that measure is invalid, because a chief does not bring with him/her the personnel and equipment with which to extinguish a fire or mitigate a medical emergency. Instead, a more appropriate measure is that of when an engine, rescue, or other resource has arrived that is equipped to manage the incident. In review of the service contracts that are in place in Corcoran, ESCI finds that they call for fire departments to provide service to various portions of the city, but they do not specify how quickly or how effectively they are expected to do so. In the absence of defined response standards and targets, the city is left in a position of “you get what you get” from their contractors. ESCI hastens to point out that we do not imply that the services provided by Rogers, Loretto, and Hanover Fire Departments is flawed. It is not. We simply underscore the importance of establishing a process by which to quantify and measure response performance and translate it into contract language that allows the city to hold the contract responders to an identified standard. Identifying that standard and stating it in a measurable manner is not an easy process. The balance of this discussion will help to provide information with which to do so. It must first be made clear that response standards have to be developed by the individual community, based on the expectations of elected officials and citizens balanced against the financial aspect of what a community is able and willing to afford. For this reason, ESCI cannot establish these standards for Corcoran, but rather will provide guidance and examples of what we consider to be acceptable metrics. NFPA 1710 recommends that career fire departments adopt response performance objectives that deliver an equal level of service across the entirety of the response area irrespective of population density, geography, or response area size. For an area the size of the study region, it is improbable that a single response performance objective can be accomplished. The standard recommends the following for career fire departments: • Call Processing 0:60 at the 90th Percentile • Turnout 1:00 at the 90th Percentile6 • Total Response 5:00 at the 90th Percentile7 6 1:20 for fire incidents. 7 5:20 for fire incidents. City of Corcoran, MN Fire Service Comprehensive Growth Plan 59 A note about standards: The standards promulgated by the National Fire Protection Association (NFPA) are not requirements. In fact, there are no model requirements by which a fire department is bound regarding service delivery, but rather, standards that are developed by consensus process, setting a baseline. Few, if any fire departments comply with all the established standards and, in fact, response agencies are expected to develop their own standards, considering the nationally established standards, based on their circumstances and their community’s ability to fund services. For volunteer and combination fire departments NFPA 1720 provides a separate set of response performance objectives based on various levels of population density. NFPA 1720 does not provide for a turnout time performance objective since many personnel may be responding from home, work, or elsewhere throughout the community. The standard recommends the following for volunteer and combination fire departments: • Call Processing: 0:60 at the 90th Percentile • Turnout: None • Total Response Time: Urban: 9:00 at the 90th Percentile Suburban: 10:00 at the 80th Percentile Rural: 14:00 at the 80th Percentile The standard also defines the various population densities as follows: • Urban: Greater than 1,000 population per square mile • Suburban: 500 to 1,000 population per square mile • Rural: Less than 500 population per square mile The following figure illustrates how these population densities are distributed throughout the study area. City of Corcoran, MN Fire Service Comprehensive Growth Plan 60 Figure 53: Population Density Note: Maple Hill Estates is a mobile home park which is why it is covered by 2 census blocks in the mapping data, likely because it is a more densely populated area due to mobile homes in a small space. Also, the census block data did not contain information on Jackie Lane, which is why it does not appear properly. It consists of about 5 streets with a normal array of homes. City of Corcoran, MN Fire Service Comprehensive Growth Plan 61 As illustrated in the preceding figure, the entirety of the City of Corcoran is under 500 population per square mile (based on census block data) making the entire response area rural based on the NFPA standards. The historical response performance for the study departments was provided previously in this document. Based on this information, ESCI recommends that the departments continue to attempt to achieve compliance with NFPA 1720 as their adopted response performance objectives as listed in the following figure: Figure 54: Recommended Response Performance Objectives Population Density Performance Objective Percentile Urban >1,000 9:00 90th Suburban 500–999 10:00 80th Rural <500 14:00 80th Since the entire response area is considered rural (at present), only the yellow shaded performance objective would apply to the study departments. However, future development of lower density areas will call for other criteria to be adopted. In addition, the city has indicated to ESCI that they wish to consider applying the “Suburban” standard to properties that are within the MUSA. Application of either standard will require modification to the existing service contracts. However, having provided the above explanation, ESCI hastens to point out that things are changing in Corcoran as this report is being composed. Based on consideration of the growth that is being experienced today, and more importantly projected by community comprehensive planning efforts, the rural population density should not be expected to remain at that level moving into the future. The City of Corcoran 2030 Future Land Use Plan predicts that a substantial increase in use, primarily residential, is expected to occur along the eastern and southern borders of the city, as shown in the following figure. Key Recommendation: • The City is advised to work with the contract fire departments to determine whether the above standard is achievable and, if not, what standard can be met. Once that determination has been made, the result should be refined to parallel language in the service contracts, establishing the response standards and targets that they agree to provide. City of Corcoran, MN Fire Service Comprehensive Growth Plan 62 Figure 55: City of Corcoran 2030 Land Use Plan Map The map demonstrates that the city can anticipate increased population density in the areas shaded in yellow, orange, and brown. Those areas represent Low, Medium, and High Density residential areas, respectively, and include the entirety of the eastern and southern parts of the city. It is advised that, when the city establishes response performance objectives, it should do so in consideration of at least two, and potentially three population density categories as detailed in Figure 54, previously. Short Term Functional Improvements The development of response standards discussed above will help Corcoran and the response agencies to quantify its goals and targets with respect to service delivery. In addition to the above, ESCI has identified a number of short term initiatives that can be applied to the City of Corcoran, and surrounding service area, that can provide enhancements to current practices that are relatively easy and inexpensive to put into practice. Many of the concepts listed are ones typically applied to a cooperative effort or merger/consolidation study which is beyond the scope of work of this project. While this project is not a consolidation study , the following is a summary of potential functional initiatives that ESCI believes can be implemented to increase effectiveness within the study region with little to no fiscal impact and each department retaining their individual identity and independence. City of Corcoran, MN Fire Service Comprehensive Growth Plan 63 Enhanced Automatic Aid System The Corcoran contracting fire department, and Hennepin and Wright County fire departments generally, have a well-developed Mutual Aid system in place that provides needed resource support to the participating agencies. The system could be more fully automated, avoiding the need for command officers to call for specific resources when needed. Establishment of a fully automate Mutual Aid, (Automatic Aid) system with a dropped boundary approach that sends the closest resource regardless of jurisdiction, can enhance service delivery. Unification of Standard Operating Guidelines Each of the agencies has developed Standard Operating Guidelines that are well established. While the SOGs are generally acceptable as they stand, each contract agency has developed their own. Since the departments work together often and operate in a similar manner, the current procedures do not differ a great deal, however, it is essential that during mutual aid operations all personnel are working from the same “play book.” Efforts to standardize the procedures regionally will improve operating efficiency and, most importantly, firefighter safety. Regionalized Incident Command Incident Command practices, while similar, vary between the subject agencies. Standardization of a regional approach is important to both safety of responders and the effectiveness of the response. Like Standard Operating Guidelines, a regional or county-wide adopted system can and should be in place. Joint Apparatus and Equipment Purchasing Purchasing of small equipment, turnout gear and ever fire apparatus can be undertaken as a shared initiative. Often significant cost savings may be realized as a result of economies of scale that can be gained by joint/bulk purchasing. Capital Replacement Planning Planning for long term replacement of capital assets is a shared need between all of the agencies. None currently have replacement schedules in place for fire apparatus. Approaching apparatus replacement planning from a regional perspective may offer opportunities for cost savings and operational efficiencies. Shared Recruitment and Retention Efforts All of the contract agencies depend heavily on the use of Paid on Call responders and, as a result, share a common need for recruitment and retention of capable personnel. Shared recruitment and retention activities offer the opportunity to pool personnel resources and offer additional gains, as noted below. Collaborative Training Practices Training of emergency responders is a need that is common to all three organizations. Currently, training is generally conducted independently, with some, but limited joint drill sessions. Because the three departments often respond to the same emergencies, and assuming that the above effort to combine operating procedures, opportunities are present to address shared training needs based on a regionalized perspective. City of Corcoran, MN Fire Service Comprehensive Growth Plan 64 Further, training facilities are limited in the study area. Often, responders need to train on community buildings, using parking lots or other resources. Consideration should be given to the future development of a shared training ground. One consideration could be the inclusion of some training props and facilities in the construction of a new station in Corcoran, if doing so is pursued. A key element to joint training efforts will be consistency of standards. First, a minimum standard for training would need to be agreed to by all participants. Secondly, minimum requirements for attendance and make- up of missed trainings would need to be agreed to, established, and equally applied in all of the agencies. Shared/Cross Trained Response Personnel In viewing the service delivery practices by the fire departments in the study area it is readily apparent that all three service providers function in a very similar manner in terms or response procedures, personnel training and levels of service provided. Should the fire departments pursue some of the initiatives listed above, including joint training and shared recruitment and retention efforts, all personnel involved will be qualified to work as Paid On Call responders within any of the three fire departments. POC personnel, generally, are members of the department that is closest to their home. However, they may work during the day in one of the other communities, closer to another fire department’s station. While rarely done, personnel that are trained and qualified could respond from work or anyplace else that they are at the time of an emergency call, to the closest fire station and respond with that agency, effectively sharing responders and increasing the personnel available to each fire department. Potential Mid Term Improvements The items listed above are ones that can be readily achieved, at little or no cost and that offer opportunitie s for improved efficiency as well as an enhance capacity to address the community growth and future service demand that is presented in this report. All can be achieved quickly, as there are no contractual or legal requirements involved, only the agreement by the agencies to do so. Other opportunities also exist, but are more involved and, as a result, time consuming. The following initiatives take the fire departments and the City of Corcoran to a higher degree of collaboration and, in fact, forms of consolidation. They offer opportunities for increased effectiveness and keep the governance of all four agencies intact as it is today, while enabling operations go be undertaken collaboratively. Administrative Consolidation An administrative consolidation occurs when two or more agencies maintain their separate legal status and separate operational elements but combine some or all of their administrative functions. Examples include combining clerical, HR, IT, and/or financial functions while maintaining separate operational activities, or even combining agency administration and management under one fire chief. An administrative consolidation is accomplished legally through an Interlocal Cooperation Agreement or the formation of a Joint Powers Authority (JPA) between the agencies. The three study fire departments have very small administrative staffs, so there are not a large number of functions that could be combined, but efficiency could certainly be gained from things like shared administration of training programs, fire prevention efforts and routine clerical and administrative tasks. City of Corcoran, MN Fire Service Comprehensive Growth Plan 65 Operational Consolidation Under an operational consolidation, all operations are consolidated under a single organization that serves all participating agencies. The agencies remain independent organizations from a legal/political/taxing standpoint; but from a service level standpoint, the organization operates as one agency. Like other strategies listed, an operational consolidation is accomplished legally through an Inte rlocal Cooperation Agreement or formation of a Joint Powers Authority. Under an operational consolidation, governance of the three fire departments and city of Corcoran would remain as it is at the city council and board level. However, this strategy largely joins the three entities, operationally, through the execution of a more comprehensive operational agreement. The resulting organization features a single organizational structure and chain of command. Regionalization considerations The above initiatives are often undertaken as the early steps toward a more comprehensive consolidation of efforts and, in many cases, the legal unification of the participating agencies in the form of a legal merger. That concept falls beyond the scope of work of this study, but nonetheless warrants future consideration, and is discussed further later in this report. Key Recommendations: • As stated the short-term initiatives listed above are easily accomplished and ESCI recommends that each of them be evaluated internally and implemented if found to be feasible. • The mid-term concepts will require more assessment and analysis of their feasibility, but ESCI also recommends that, at a minimum, the three fire departments and City of Corcoran have a conversation about how the concepts may be applied. ESCI can provide additional detail and guidance, if needed. • City of Corcoran, MN Fire Service Comprehensive Growth Plan 66 Future Fire Station Strategies and Alternatives In June 2011, the City of Corcoran produced an updated Comprehensive Plan that identified areas of future growth within the community. Part of the process of developing this plan was to reclassify certain property types into more narrow categories, i.e. Single Family Residential into Low, Medium, and High Density Residential. The current (2008) and 2030 forecast for land use within the city is summarized in the following figure. Figure 56: Comparison of 2008 and 2030 Land Use8 2008 2030 Change Ag Preserve 1,796.23 1,821.13 +24.90 Ag Rural 16,264.09 12,222.17 -4,041.92 Single Family Res. 2,948.28 1,568.15 -1,380.13 Manufactured Home 28.56 0.00 -28.56 Commercial 59.32 299.60 +240.28 Business Park 0.00 80.40 +80.40 Industrial 205.34 506.08 +300.74 Public/Semi-Public 141.87 115.10 -26.77 Parks and Open 111.28 79.24 -32.04 Golf Course 417.87 92.32 -325.55 Right-of-Way 871.13 871.13 0.00 Open Water 236.94 236.94 0.00 Wetland 0.00 0.00 0.00 High Density Res. 0.00 341.87 +341.87 Low Density Res. 0.00 3,388.14 +3,388.14 Medium Density Res. 0.00 153.74 +153.74 Mixed Res. 0.00 640.05 +640.05 Mixed Use 0.00 475.05 +475.05 Rural Service/Commercial 0.00 189.82 +189.82 25,088.91 25,110.93 +0.03 What this information alludes to is an overall decrease in agricultural properties (including golf courses ) and a significant increase in housing, particularly Low Density Residential. Although the figure indicates a decrease in “Single Family Residential” properties, there is an increase in Medium Density Residential, High Density Residential, and Mixed-Use Residential that largely offsets that decrease. This is the result of the reclassification mentioned previously. As illustrated in the following figure, most of the change in land use is expected to occur along the eastern and southern borders of the city. 8 City of Corcoran, 2030 Comprehensive Plan: Future Land Use Plan, Tables 4 and 5. City of Corcoran, MN Fire Service Comprehensive Growth Plan 67 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan9 9 City of Corcoran, 2030 Comprehensive Plan; Future Land Use Plan, Figures 7 and 8. City of Corcoran, MN Fire Service Comprehensive Growth Plan 68 When the reader observes the 2008 Land Use Map, Figure 57, in comparative reference to the 2030 Future Land Use Plan, the difference is clear, and significant. As the Comprehensive Plan moves forward, the character of Corcoran will change dramatically. From a long-range planning perspective regarding fire and EMS services, the growth is sure to translate into significantly increasing service demand. Large tracts of, what is now, agricultural or rural properties are expected to develop into Low Density Residential and Mixed-Use properties and other portions are planned in the Medium and High Density Residential categories. This type of change in land use will, without question, lead to additional service demand on the public safety and emergency services providers in the affected areas. In addition, there is currently a very high density of service demand in the southeastern portion of the city that is currently outside recommended travel distances from existing stations. The following discussions address a variety of approaches that have been identified regarding fire and EMS resource deployment, viewed in the light of the projected community growth. Potential Long-Term Strategies A long-term, high-level, view of future needs is important to provide a “big picture” perspective of how the organization needs to continue with future initiatives. Primarily, long-term strategies are centered around community growth and related workload and how both impact the future deployment of fire stations and personnel. Before proceeding with the identified options that are available to the city, ESCI determined that one identified variable needed to be assessed. The City of Rogers is considering the addition of a third fire station sometime in the future. To determine how the initiative may impact services in the City of Corcoran, the following discussion is provided. Potential Addition of a Third Fire Station in Rogers To prepare for the expected increase in service demand, and to potentially address lack of sufficient coverage of the current high service demand in the southeastern quadrant of their city, the City of Rogers has explored the potential of placing an additional station just north of the Corcoran border in the general proximity of County Road 116 and Valley Drive. The concept is intended to address anticipated growth I Rogers, but, if constructed, may affect Corcoran, as well. Although this potential station would lie outside of Corcoran, it could provide a quicker response to the northeastern portions of the city should they continue to provide service, as illustrated in the next figure. City of Corcoran, MN Fire Service Comprehensive Growth Plan 69 Figure 58: Potential Rogers Station Travel Model This figure depicts travel times from the existing fire stations, with the addition of the proposed third station in Rogers, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The maps demonstrate that the addition of a third station in Rogers will improve response times to the northeast corner of the City of Corcoran. However, the more significant area of conce rn to Corcoran officials is focused more to the south of the portion of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the added Rogers station, coverage to the current and future high service demand area would still be outside recommended travel distance models. City of Corcoran, MN Fire Service Comprehensive Growth Plan 70 Potential Addition of a Fire Station in Corcoran Another concept that warrants consideration is that of building a fire station within the City of Corcoran. ESCI reviewed mapping data and related information to select a potential location in the vicinity of the existing City Hall campus, at or near the intersection of County Road 10 and County Road 116. ESCI mapped the station location that has been discussed. The following map depicts that location, as well as the proposed third Rogers station: Figure 59: Potential Added Corcoran and Rogers Station Travel Model City of Corcoran, MN Fire Service Comprehensive Growth Plan 71 Although placing a station in the location identified by Rogers would produce a response overlap if the City of Corcoran was to construct a new station within the city, to the southeast; unless the Rogers station is staffed with full time personnel, or significant numbers of Paid On Call personnel currently live in close proximity to the potential station location, the response performance from the north would not be significantly improved. It is also unknown if, or when Rogers will build a third station. The fire chief indicates that the timing of doing so is unknown, and that the initiative is also dependent on the extension of County Road 117, as well as the development of a 500-unit subdivision in the area. The subdivision work has started. Further, it is unknown whether Corcoran will decide to construct a station in the city and how it will be staffed. Comparatively, if the addition of a station at the proposed Corcoran location is not implemented and Rogers moves forward with their third station, coverage to the current high service demand area would still be outside recommended travel distance models. The fire departments in Hamel, Maple Grove and Plymouth were not directly included in this study because they do not currently contact services to Corcoran. However, due to their proximity to the city, it is appropriate to include some analysis or response coverage from those departments, found below. City of Corcoran, MN Fire Service Comprehensive Growth Plan 72 Hamel Fire Department The city received response from the Hamel Fire Department in the past and does not contract with Hamel at this time. ESCI decided to look at how the Hamel station compares in regard to response coverage, resulting in the following finding. Figure 60: Hamel Station Location Coverage This map includes travel times from the existing fire stations, with the addition of the Hamel station, using four, six, eight, and 10-minute travel times. It is important to remind the reader that these are travel times only, and they are not total response times. The preceding map demonstrates that the travel times from the Hamel station reach the 8 and 10-minute thresholds only a very small portion of the southern and eastern of the areas of the city, where current service demand is the greatest and where the highest future service demand can be anticipated based on the Comprehensive Plan. With the inclusion of the Hamel station, coverage to the current and future high service demand area would still be outside recommended travel distance models and of limited advantage in the context of travel time. City of Corcoran, MN Fire Service Comprehensive Growth Plan 73 Maple Grove Fire Department Similarly, the two closest Maple Grove stations were mapped using four, six, eight, and 10-minute travel times. Figure 61: Maple Grove Station Location Coverage As demonstrated, coverage is improved with the inclusion of the Maple Grove stations. Considerable portions of the city still fall in the 8, 10 and longer travel time categories. When ESCI spoke with Maple Grove representatives they indicated that, while they are comfortable and willing in regard to the provision of mutual aid response, they are not inclined to enter into a contract for service with Corcoran. City of Corcoran, MN Fire Service Comprehensive Growth Plan 74 Plymouth Fire Department Travel times from Plymouth Fire Department’s Station 3 is reflected in the next map. Figure 62: Plymouth Station Location Coverage From an initial response standpoint, little is gained in coverage from this station. Analysis of Available Options Based on the preceding analysis of current conditions and the review of current risk and development trends within Corcoran, ESCI has evaluated the need for additional resources to enable the city to provide services to both current and future populations. In essence, the city has three options to provide future fire protection and medical first response to its residents: 1. Continue the Current Model 2. Construct an Additional Station and Continue to Contract with Surrounding Agencies 3. Construct an Additional Station and Implement a City Fire Department City of Corcoran, MN Fire Service Comprehensive Growth Plan 75 Option 1: Continue the Current Model Based on current levels of expectation within the community, the existing model is viable for the near future. However, as development continues, particularly on the east side of the city, service demand is likely to increase, which could lead to extended response times. Pros: ▪ Costs will remain low for the provision of fire protection and medical first response. ▪ No additional capital investment would be required. ▪ Existing community satisfaction should not be impacted. Cons: ▪ As development continues, response times could increase with increased service demand. ▪ Surrounding departments could require additional funding to accommodate increased service demand within Corcoran. ▪ Changing demographics may desire a higher level of service. Continuation of the current service approach does not address future needs or address current shortcomings in the service delivery approach. It has been demonstrated in this report that the existing response system is maximized, and, in some respects, the current model is stretched. A status quo continuation of the current service delivery approach will not meet the response needs of the city if community growth develops as projected and resultant service demand increases. Continuing with the current model in the long term, is not advised. Option 2: Construct an Additional Station and Continue to Contract with Surrounding Agencies This scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As already presented, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development, particularly to the east, is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the following figure. City of Corcoran, MN Fire Service Comprehensive Growth Plan 76 Figure 63: Potential Corcoran Station Location Travel Times City of Corcoran, MN Fire Service Comprehensive Growth Plan 77 Figure 63 models a potential station in the vicinity of County Road 116 and County Road 10, just to the south of the Corcoran City Hall and Police Department. Adjusting the location within a half mile in either direction will not negatively impact the modeled performance. An additional analysis is offered, comparing 1.5 and 5-mile travel distances (ISO criteria) to further visualize the adequacy of coverage from this location. Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station City of Corcoran, MN Fire Service Comprehensive Growth Plan 78 As demonstrated graphically in Figure 64, the location significantly improves 1.5 and 5-mile coverage, compared to the existing station configuration. ISO is likely to view the change favorably which will affect insurance rates positively. The question then becomes, who will staff the station? Multiple considerations come in to play to answer the question, including administrative and operational capacity of the potential contractors, along with their willingness and financial ability to do so. A key factor is, of course, the availability of responders. Based on the proposed location, ESCI asked that each department submit a roster of member address to be mapped. The result is illustrated in the following figure. Figure 65: Current Volunteer Residences City of Corcoran, MN Fire Service Comprehensive Growth Plan 79 Although only one current volunteer lives within the vicinity of the proposed station location, several other members, all of the Loretto Fire Department, live within the city limits of Corcoran and could provide a quicker response from the proposed location than from the current VFD station. However, whether Loretto, or another contract agency is used is a decision that will be dependent on factors not limited to responder locations, including the contract cost, capacity of an agency to take on the additional responsibility and their ability to do so from an administrative standpoint. Pros: ▪ Improves response capability to the highest area of service demand. ▪ Reduces response times to a growing area of service demand. ▪ May result in lower property insurance rates for homeowners within five miles of the new station. ▪ Continues the relationship with the volunteer fire departments and enhances the partnership by providing a station from which the volunteers can respond. Cons: ▪ Will require a capital investment in a fire station. ▪ May require the re-negotiation of contracts with other departments currently serving Corcoran. ▪ Not all calls for service will be answered from volunteers’ homes; response potential could be negatively projected. Of the three options identified and evaluated here, ESCI considers the above to be the preferred option for the City of Corcoran. Option 3: Construct a New Fire Station and Implement a City Fire Department This report would be incomplete if the notion of starting an entirely new fire department, operated by the City of Corcoran, was not identified as an option. The only difference between this scenario and the previous is that the city would implement its own fire department, which would require significant input from the community due to questions regarding staffing and response capability. The following questions would need to be considered: 1. Would existing departments continue to work with the city to cover the outlying areas? If not, would additional stations be necessary? 2. Would sufficient personnel be available to provide services without jeopardizing the surrounding departments’ response capabilities? 3. Would the city be willing to invest in a station PLUS sufficient apparatus to adequately operate the station? 4. Does the city want to get into the business of providing fire protection and medical first response? City of Corcoran, MN Fire Service Comprehensive Growth Plan 80 These questions are all valid and should be carefully considered prior to making any decision o n moving forward. Although listed last, question four is perhaps the most important since it involves the creation of an entirely new entity within the current City governmental structure and, with it, additional duties, responsibilities, and liabilities for the city. City leaders should continue to work with fire departments to ensure that service is provided throughout the jurisdiction in a way that is satisfactory to the residents and should consider a series of public meetings to gather public input as to future expectations, ability to fund the various options, and most importantly, their willingness to fund the option chosen. Two primary concerns come into play when considering the alternative. First is cost, which is considerable. The second is the challenge of staffing a new fire department. Doing so with career personnel would likely be viewed as cost prohibitive in this instance, and a Paid On Call model would likely be preferred. The problem with a Paid On Call approach is simply that the new Corcoran Fire Department would be competing for members from the same pool of personnel resources as that of the other fire departments. What was identified consistently as a critical issue by the departments in the Evaluation of Current Conditions section of this report—that of recruitment and retention of responders—would simply be exacerbated under this option. The implementation of this strategy is not advised. Future Staffing All of the fire departments serving the City of Corcoran are dependent on a Paid On Call method of staffing response. The methodology has worked well and continues to do so today. However, the city and the fire departments are urged to view their staffing practices with an eye to the future. ESCI’s recent experience in Minnesota has found that, while many, if not the majority, of fire departments in the state employ a POC staffing model, all are finding it more and more difficult to recruit and maintain responders. And the problem if further challenging in communities that are growing. In this instance, the city is not able to tell the fire department’s how to staff its responses, but nonetheless needs to know what the long-range staffing picture looks like. Determining what adequate staffing levels are for a fire department is more elusive that it would seem. Agencies typically staff according to the normally expected service demands and, if possible, include some reserve capacity for multiple or larger incidents. However, agencies typically depend on outside assistance for major, manpower-intensive incidents that occur on an infrequent basis. It is simply impractical to fully staff for every contingency. Staffing decisions are best made in consideration of what the organization seeks to accomplish in terms of response performance. Community expectations and an agency’s financial capacity must be balanced to achieve an acceptable level of service delivery. Staffing allocation is then based on meeting targeted needs and expectations, within the organization’s ability to afford new hires. The development of response time standards and performance targets as discussed within this report will assist the city and its contract fire departments with future staffing decisions. City of Corcoran, MN Fire Service Comprehensive Growth Plan 81 In some agencies, an option to full dependence on career staffing sometimes includes working with other area fire agencies and community college fire science programs to place qualified intern or student personnel as first responders. An additional or alternative approach is the establishment of resident firefighter, volunteer, or apprentice programs, any of which conceivably improve on the existing situation. Fire departments in the study area and surrounding communities are feeling the pressure of maintaining the current Paid On Call approach. Many are considering, or have implemented the addition of career personnel, but doing so comes at a substantial cost which, potentially, will result in increasing costs to the city at some point in time. Although the analysis of alternative staffing methodologies falls outside of the scope of work of this report and is an issue that needs to be addressed by the fire departments as contract service providers, the city is encouraged to meet with the fire agencies and discuss long range plans for meeting future staffing needs. Finally, should the city decide to move forward with building a new fire station, it is urged to consider future staffing needs in the design. The construction plans should either include residential accommodations for paid, part-time, resident or other staffing approaches or, at a minimum, incorporate space considerations for the addition of crew quarters in the future. Exploration of Regional Cooperation Opportunities It is broadly recognized that jurisdictional boundaries seldom make efficient and effective service delivery parameters. Citizens often recognize and appreciate regional approaches to service delivery as an all-too-rare example of governmental cooperation and efficiency. While completing this analysis of current and future station locations, it became apparent that service delivery may be improved, and costs may be contained, if a regional approach is considered. While the City of Corcoran does not have a fire department of its own to engage in a shared service delivery approach, there are multiple collaborative opportunities available to the fire departments serving the city, which may, and should be, considered as future initiatives. A few examples include: • Jointly staffed fire station(s) • Joint purchasing agreement between area fire agencies • Functional consolidation with allied fire agencies in areas such as: ▪ Shared training program ▪ Shared prevention and public education programs ▪ Special Operations/Technical Rescue services • Operational consolidation with neighboring agencies which could include: ▪ Shared incident command staffing ▪ Fully dropped boundary incident response ▪ Collaborative station staffing with personnel from differing agencies City of Corcoran, MN Fire Service Comprehensive Growth Plan 82 As providers of services in the study area, the three fire departments could set the stage for greater levels of cooperation and collaboration between additional area agencies. In addition, when ESCI met with representatives of Maple Grove and Plymouth as a part of information gathering, both indicated a willingness to consider exploration of future cooperative efforts. Often, the effort may lead to some form of more formal and legal integration of two or more area agencies. That integration may be in the form of various types of consolidation or may be one of legal merger or fire district formation. A study of the feasibility of formalized or more structured cooperative service delivery opportunities falls outside of the scope of work for this study and would constitute another project in itself. However, ESCI finds that exploration of how the area agencies may work more closely together to increase efficiencies, contain costs, and achieve long-range future cost avoidance, is warranted and highly recommended. It is further noted that grant funding is currently available to study the feasibility of shared service deliv ery options via the Minnesota State Fire Marshal’s Office. Thresholds and Triggers—Determining When a New Station is Needed In many communities, the question that must be addressed is when is a new fire station, additional response resource, or alternative response program required to meet response goals. In many cases the overall answer is part financial and part professional judgement of policy makers and fire department leaders. The problem comes in identifying a quantifiable trigger point for adding resources; since it can vary from community to community or even within a specific jurisdiction. While there is an abundance of opinion, there is very little definitive guidance in fire service literature on how this should be accomplished. First and foremost, the decisions about not only where, but when, to build a new fire station should not be made without first determining and documenting what the city is trying to achieve as far as response time, reliability, and performance from the contracting fire departments. The discussion earlier in this report explains in detail the importance of establishing these standards, and does not need to be repeated here. The City is advised to base this kind of decision on the following questions: 1. What are our response time standards and targets? 2. Are the identified targets being achieved by the responding agencies today? 3. Will the addition of new fire station(s) result in achieving the response standards that are not being met today? If the answer to question 3 is yes, a new station is advised. However, two additional considerations must come into play: 1. Can we afford to add a station at this time; and, 2. Are we able to assure that, once constructed, we will be able to staff and equip the station adequately? Another way to identify variables and determining factors as to whether an additional station area is needed would be to place them into a matrix. The following figure is only an example and is not meant to recommend response time parameters or given decision points. City of Corcoran, MN Fire Service Comprehensive Growth Plan 83 Figure 66: New Station Deployment Decision Matrix Action Choices Travel Distance Criterion Response Time Parameter Out of Area Calls Building/ Risk Inventory Maintain status quo All risks within 1.5 miles. First due company is within 4 minutes travel, 90% of the time. 100% of calls in station first due area. Existing inventory and infill. Temporary facilities and minimal staffing Risks 1.5 to 3 miles from existing station. First due company exceeds 4 minutes travel, 10% of the time, but never exceeds 8 minutes. More than 10% of calls are outside of first due area. New area has 25% of same risk distribution as in initial area. Permanent station needed Risk locations exceeding 4 miles from the station. First due company exceeds 4 minutes travel, 20-25% of the time. More than 20–25% of calls are in outlying area. New area has 35% of same risk distribution as in initial area of coverage. Permanent station essential Outlying risk locations exceeding 5 miles from any station. First due company exceeds 4 minutes travel, 30% of the time. More than 30% of calls are in outlying area. New area has 50% of same risk distribution as in initial area. In general, more than one of the criterion measures displayed in this matrix must be slipping to initiate the decision to position another station. For example, it is not uncommon to have new commercial and industrial occupancies protected by automatic fire protection systems outside of a station’s coverage area. Simply because an area is out of the range of the response standard does not trigger a new fire facility. It is ESCI’s experience that multiple elements of response performance and risk need to be out of balance—along with having additional economic resources—to justify additional stations or staffing. Reminding the reader that the above table is an example only, it can be viewed as a general guide that could be used as is or modified for Corcoran’s conditions. ESCI finds that, if the above concept is applied in Corcoran, it indicates that a permanent station is needed, if not essential, based on the matrix. City of Corcoran, MN Fire Service Comprehensive Growth Plan 84 Cost Projections Regardless of the chosen option for future fire protection and medical first response, there is the potential for additional cost. This report section attempts to identify potential future costs associated with each option listed previously. Continuation of the Current Model—Cost Projections As mentioned previously, continuing the current model of contracting with adjacent departments to provide services within the city is still a viable option; at least for the near-term. However, as development continues, and populations grow, service demand is likely to overextend the current model’s ability to provide adequate service. If this option is chosen, it is foreseeable that the current contract providers will need additional funding as service demand increases. This will likely be due to their need to justify responses outside of their primary response area to a contracted area. As presented in earlier portions of this report, the cost per household for fire protection in Corcoran is well below the state and national averages, so an increase in the cost of these services should not come as a surprise to most. The question remains as to how much of an increase to expect. Currently, all three fire departments contract values are based on blended formulas of property values and calls for service. The formulas are similar but vary slightly and each is negotiated with the agencies providing service in a manner that is deemed to be fair, considering variances in the different cities in the different coverage areas. The approach has been in place for some time and is working in a manner that is acceptable to all involved and does not need to be changed. However, should the city find a need to modify the formula in the future, and alternative approach is offered below. ESCI generally advises clients to keep cost apportionment formulas fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The typical factors included in cost allocation formulas include: • Area • Valuation • Heated Square Footage • Service Demand • Fixed Rate • Population • Parcels • Averaged Composite What follows is a non-prioritized listing of system variables that can be used (singly or in combination) to allocate cost between allied entities. Each option is summarized by the concept, its advantages and disadvantages, and other factors that should be considered. City of Corcoran, MN Fire Service Comprehensive Growth Plan 85 Area Concept: The cost of emergency service can be apportioned based on the geographic area served relative to the whole. Apportionment founded on service area alone may work best in areas that are geographically and developmentally homogeneous. Pro: Service area is easily calculable from a variety of sources. Con: Service area does not necessarily equate to greater risk or to greater workload. Consider: Service area may be combined with other variables (such as assessed value and number of emergencies) to express a compound variable (such as assessed value per square mile and emer gencies per square mile). Valuation Concept: The valuation of properties is established by the local tax assessor under laws of the state. Usually, higher- valued structures and complexes carry a greater risk to the community from loss by fire. Consequently , assessed value also tends to approximate the property at risk within a community. Emergency services agencies are charged with being sufficiently prepared to prevent loss of life and property. Therefore, the cost of contracted service may be apportioned relative to the assessed value of the jurisdictions. Typically, valuation is used to apportion cost of shared service by applying the percentage of each partner’s valuation to the whole. Pro: Valuation is updated regularly helping to assure that adjustments for changes relative to new construction, annexation, and inflation are included. Because a third party (the assessor) establishes valuation in accordance with state law, it is generally viewed as an impartial and fair measurement for cost apportionment. Although the provision of emergency medical services is not typically considered a property-related service, apportionment tied directly to property value has merit. Con: Valuation may not reflect the property risk associated with certain exempt property, such as schools, universities, government facilities, churches, and institutions. Valuation may not always represent the life risk of certain properties, such as nursing homes or places of assembly, which might dictate more significant use of resources. In addition, some large facilities may seek economic development incentives through valuation exemptions or reductions. Adjustments may need to be made to valuation if such large tracts of exempt property in one jurisdiction cause an imbalance in the calculation. City of Corcoran, MN Fire Service Comprehensive Growth Plan 86 Consider: Some states discount valuation depending on the class of property (commercial, residential, or agricultural), which may skew the overall proportion of those properties compared to risk. As an additional consideration, assessors usually establish the valuation in accord with the property tax cycle, which can lag somewhat behind the budget cycle of local agencies and the time when service contracts are reviewed or negotiated. Also, commercial facilities contain greater fire containment systems based on building code requirements such as sprinkler systems. Heated Square Footage Concept: Much like the use of valuation, heated square footage is a method that allows agencies to view the property risk within their community through a process that evaluates each and every property they protect. Larger structures typically carry a higher risk due to occupancy or overall size of the space. Unlike valuation, however, exempt properties and those properties that may have received discounts on their valuation are rated equally based on size. Pro: Local building, zoning and assessor’s offices keep routine records on existing and new construction and these records are regularly updated to accurately reflect the community’s value and appeal. Like valuation, these reviews are typically viewed as impartial and fair because they are completed by a third- party evaluator. Con: Some properties that may contain high risks to life and property may not actually contain much in the way of heated square footage. Commercial and industrial areas that contain hazardous materials, such as petroleum pipeline facilities, storage tanks and fill stations, would not be included in this calculation. Communities with higher concentrations of these non-heated facilities would see this type of measure as an imbalance in the apportionment system. Consider: While this concept may work well in communities that are largely residential, it would be difficult to apply in industrial and chemical settings. When using this concept, a weighting or offset system would need to be implemented to account for those non-heated facilities. Service Demand Concept: Service demand may be used as an expression of the workload of an emergency service provider or geographical area. Cost allocation based on emergencies would consider the total emergency response of the service area; and apportion system cost relative to the percentage of emergencies occurring in the jurisdictions. City of Corcoran, MN Fire Service Comprehensive Growth Plan 87 Pro: Easily expressed and understood. Changes in the workload over the long term tend to mirror the amount of human activity (such as commerce, transportation, and recreation) in the corresponding area. Con: Emergency response fluctuates from year-to-year depending on environmental and other factors not directly related to risk, which can cause dependent allocation to fluctuate as well. Further, the number of incidents may not be representative of actual workload; for example, one large emergency event requiring many emergency workers and lasting many hours or days versus another response lasting only minutes and resulting in no actual work. Last, emergency response is open to (intentional and/or unintentional) manipulation by selectively downgrading minor responses, by responding off the air, or by the use of mutual aid. Unintentional skewing of response is most often found in volunteer fire systems, where dispatch and radio procedures may be imprecisely followed. Further, service demand does not follow a predetermined ratio to land area. As such, the service demand per square mile ratios may produce large variations. This should be taken into consideration if this methodology is used. Consider: Using a rolling average of incidents over several years can help to suppress the normal tendency for the year-to-year fluctuation of emergencies. Combining the number of emergencies with the number of emergency units and/or personnel required may help to align incidents with actual workload more closely; however, doing so adds to the complexity of documentation. In a similar manner (and if accurate documentation is maintained), the communities could consider using the total time required on emergencies as an aid to establish the comparative workload represented by each jurisdictional area. Fixed Rate Concept: The use of fixed fees or rates (such as a percentage) to calculate allocation of shared cost is more common between municipalities and independent districts. Occasionally, fixed-rate contracts involve the exchange of in-kind services. Pro: The concept is simple and straightforward. A menu of service options and the fees corresponding to those alternatives can be developed by the contractor agency. The contracting agencies can tailor a desired level of service based on risk and community expectation by choosing from the various menu items. Con: Partnering communities may change (i.e., population, jobs, commerce, structures, and risk) at divergent rates causing disconnection between the rationales used to establish the fee and the benefit received. A fixed-rate contract may be difficult to coherently link to the services provided and/or received, which can lead to a lack of support by officials and the community. City of Corcoran, MN Fire Service Comprehensive Growth Plan 88 Consider: Partnering agencies need to assure that provision for rate adjustment is included in the agreement, including inflation. The agreement should address the issue of full cost versus marginal cost. The inclusion or non-inclusion of administrative and/or overhead cost also requires statement, as does the reconciliation of in-kind service exchange. The ownership and/or depreciation of capital assets should be addressed, as should rent, utilities, and liability insurance. In the case of a fixed fee, the agreement should establish how the participation of other public agencies in the partnership would affect cost. Population Concept: Payment for service can be based on the proportion of residential population to a given service area. This variable is easily determined and can be adjusted annually based on U.S. Census population estimates. It is a known fact that human activity generates service demand for emergency services providers. Areas of higher population (urban and suburban) will see higher service demand rates than areas of lower population (rural). Basing cost allocation on population places more of the cost on the areas w here incidents are more likely to occur. Pro: Residential population is frequently used by governmental agencies to measure and evaluate programs. The U.S. Bureau of Census maintains an easily accessible database of the population and demographics of cities, counties, and states. Estimates of population are updated regularly. Laypersons intuitively equate residential population to the workload of fire departments.10 Con: Residential population does not include the daily and seasonal movement of a transient population caused by commerce, industry, transport, and recreation. Depending on the local situation, the transients coming in (or going out) of an area can be very significant, which can tend to skew community risk. Residential population does not statistically link with emergency workload; rather, human activities tend to be the linchpin that connects people to requests for emergency assistance. For example, if residential population actually determined emergency workload, emergencies would peak when population was highest within a geographic area. However, in many communities where the residential population is highest from about midnight to about 6:00 a.m. (bedroom communities), that time is exactly when the demand for emergency response is lowest. It turns out that emergency demand is highest when people are involved in the activities of daily life—traveling, working, shopping, and recreating. Often, the persons involved in such activities do not reside in the same area. 10 The average citizen may easily associate population to emergency workload, but no statistical link can be made between the two. City of Corcoran, MN Fire Service Comprehensive Growth Plan 89 Consider: Some areas experience a daily or seasonal influx of people who are not counted as residential population. This transient population can be estimated by referring to traffic counts, jobs data, and hotel/motel occupancy rates. Residential population plus transient population is referred to as functional population. Where functional population is significantly different from residential population, service agreements based on population should be adjusted to account for it. Parcels Concept: The number of parcels within a given community can be used to determine proportional cost shares due to the variable density of those parcels. Communities with smaller parcels tend to have higher population densities while those more rural areas can have very large parcels with much lower popula tion density. Much like population, areas of higher parcel population will likely see higher service demand rates than areas of low parcel density. Pro: Although infrequently used, the employment of parcels into a cost-share calculation allows organizations to evaluate the need for service to areas that may not be developed but still contain a certain level of risk. Even undeveloped properties contain a fire risk, albeit low. Medical risk is extremely low unless recreational facilities are included in the count. This type of calculation also ignores those properties that may not be taxable such as government buildings, non-profit organizations and churches. Con: Parcel counts ignore the types of properties being included in the count. Certain parcels may contain high risk properties while others have an extremely low risk. This type of calculation also ignores the population of any given parcel, which as previously discussed, typically drives emergency services demand. Consider: Determining cost share based on parcel count should only be used solely if the various departments have a relatively equal distribution of non-taxable properties or if one or more departments have an extremely high concentration of non-taxable properties. As mentioned previously, each of the funding options discussed can be used singularly or in combination with one or more other variables. The following paragraphs evaluate the multiple-variable allocation method and provide some examples of how this methodology can be implemented. City of Corcoran, MN Fire Service Comprehensive Growth Plan 90 Multiple-Variable Allocation Frequently, although everyone may agree on the benefit of allied emergency services, officials find it difficult to reach an accord on the cost. The differences between community demographics and/or development, along with changes that occur within the system over the long term, can cause the perception of winners and losers. This can be especially prevalent when a single variable is used to apportion cost. A service contract based on more than one allocation determinate may help solve these problems. By apportioning the costs over more than one variable, the members of the alliance will be able to reach a long-term agreement that fits the diversity of the partnering agencies. When choosing a cost-sharing strategy for partnered fire protection, it is important to keep any apportionment formula fair, simple, and intuitively logical to assure that the public accepts and supports the endeavor. The information provided in the previous section details each funding alternative. Given the lengthy discussion provided with each alternative, ESCI has compiled the information into a summary table illustrating how each funding alternative would be distributed among the cost share departments in the following figure. Figure 67: Funding Formula Criteria (Example) Jurisdiction Area Assessed Value Heated Square Footage Service Demand Population Parcels Hanover 25.0% 27.6% 25.4% 27.6% 20.0% 20.1% Loretto 40.0% 26.2% 28.8% 26.2% 50.0% 42.4% Rogers 35.0% 46.2% 45.8% 46.2% 30.0% 37.5% In addition to the individual funding alternatives, several multiple-variable scenarios are also provided as an example of how this type of methodology can be applied and modified. Keep in mind that the percentages applied in the figures above and below are examples only and can be adjusted based on consensus of the appropriate representatives. This ‘calculator’ will be provided to the City of Corcoran at the conclusion of this project for use in future allocation decisions. Figure 68: Multi-Variable Cost Calculation (Example) Jurisdiction Multiple Variable #1 Multiple Variable #2 Multiple Variable #3 Hanover 26.2% 26.3% 24.3% Loretto 31.2% 30.5% 37.1% Rogers 42.7% 43.2% 38.6% 100.0% 100.0% 100.0% City of Corcoran, MN Fire Service Comprehensive Growth Plan 91 Figure 69: Multi-Variable Distribution (Example) Multiple Variable #1 Area 10% Assessed Value 50% Service Demand 25% Population 15% 100% Multiple Variable #2 Area 5% Assessed Value 40% Service Demand 40% Population 15% 100% Multiple Variable #3 Area 10% Assessed Value 5% Service Demand 45% Population 40% 100% Based on the current cost per household, compared to what that cost might be if Corcoran was at the same level as the Minnesota state average, the city could see an increase of approximately $90,883 (1,922 household x $218 per household – state average) to a total of $418,996 annually for fire services funding. Construct an Additional Station and Continue to Contract with Surrounding Agencies— Cost Projections This option could have two components: capital investment in a new fire station, and a potential modified cost allocation formula. As already discussed in the Resource Distribution discussion, an additional station in eastern Corcoran will address gaps in travel time, which become more important as development continues and population and service demand increases. The costs of a new station will depend heavily on what type of building is constructed including size, function, land cost, material costs, etc. However, there are a number of newly constructed stations across the region that can provide some guidance in this regard. What follows is a short list of recently completed facilities with an approximate cost of construction. City of Corcoran, MN Fire Service Comprehensive Growth Plan 92 Fire Station Costing Examples Below are some examples of recently constructed stations. These examples are offered simply as illustrations of some facilities and their square footage construction cost. It is noted that the pricing listed is inclusive of site preparation and construction costs but does not include the cost of land or provision of utilities to the construction site. A satellite volunteer facility, like the one that may be most appropriate for this application can be significantly streamlined from larger headquarters stations like those presented below, perhaps including no more than two single-deep bays, a station office, kitchenette, lockers and showers, decontamination facilities, turnout gear storage, and some small utility and storage spaces. This may total as little as 5,000 square feet and range in cost from $1M to $2M, depending on site conditions and the type of materials used for construction. For such a station, the capability to expand both the apparatus bays and the support spaces in the future is recommended, and this strategy can allow a building to grow along with a community, spreading the financial impacts over time. It is also advised that, when planning for a new facility, other needs be considered, whether current or future needs. As discussed earlier, these may include training accommodations and props, as well as quarters for future residency staffing programs. ESCI recommends working with your bond planner to determine what the community can afford over time, and with an architect who is an expert in the design of fire station facilities to guide you through what is necessary now and what might become necessary in the future. AREA COST YEAR COST ESCALATED TO 2018* 2018 COST PER SQUARE FOOT KENYON FIRE STATION 13,500 $2,750,000 2017 $2,909,465 $ 216 MAPLE GROVE STATION #5 9,415 $1,359,000 2004 $2,277,751 $ 242 NAVARRE FIRE STATION 7,400 $1,138,000 2004 $1,907,344 $ 258 WOODBURY FOX RUN STATION 7,300 $1,178,000 2001 $2,179,017 $ 298 RAMSEY FIRE STATION #2 11,850 $3,465,000 2016 $3,892,257 $ 328 BAYPORT FIRE STATION 18,150 $5,600,000 2016 $6,290,516 $ 347 LINO LAKES FIRE STATION 13,000 $3,900,000 2016 $4,561,607 $ 351 ST. LOUIS PARK STATION #2 16,760 $5,298,000 2012 $6,746,093 $ 403 City of Corcoran, MN Fire Service Comprehensive Growth Plan 93 Kenyon Volunteer Fire Dept.– Cost 2,750,000 Maple Grove Station 5 – Cost $1,359,000 Navarre Fire Department – Cost $1,138,000 Woodbury Fox Run Station – Cost $1,178,000 Ramsey Fire Station – Cost $3,465,000 Bayport MN – Cost $5,600,000 Lino Lakes Fire Station – Cost - $3,900,000 St Louis Park Station – Cost $5,298,000 City of Corcoran, MN Fire Service Comprehensive Growth Plan 94 As can be seen from the examples presented, costs for a facility can vary greatly depending on the building, its location, and functionality. The City should consider the total use of the facility before m aking a final decision on size and scope. Many fire stations of this type also include a community room or other area so that the community can have a place to hold special events rather than a single use fire station. In addition to the capital investment, the servicing departments may still want to re-negotiate the funding of their departments. The allocation method presented previously would still apply in this case. Construct an Additional Station and Implement a City Fire Department—Cost Projections This final option will contain the capital investment cost of a new station and could potentially bring new costs to the city depending on what staffing model is chosen to operate the facility. As already presented, there are only a few current volunteers that live within the city limits of Corcoran and recruitment of new personnel would be a daunting task, as volunteerism nationwide has been on the decline for a number of years. Even if they City was able to adequately recruit personnel to staff a City owned and operated fire department, a facility and personnel alone cannot adequately provide protection to the community. Additional capital purchases would include apparatus, personal protective equipment (PPE) such as turnout gear, self-contained breathing apparatus (SCBA), tools, equipment, etc. The table below estimates the costs to completely outfit a department of 20 members. Figure 70: Estimated Cost of Apparatus and Equipment Equipment Count Price Extended Price Engine/Pumper 2 $350,000 $700,000 Tanker 1 $250,000 $250,000 Brush Unit 1 $200,000 $200,000 Turnout Gear 30* $2,500 $75,000 SCBA 20* $6,000 $120,000 Rescue Tools 1 Set $60,000 $60,000 Small Tools Various $10,000 $10,000 Hose and Appliances Various $50,000 $50,000 *Includes spares. $928,500.00 $1,465,000.00 The estimate costs in this figure are not intended to be all-inclusive, but they do highlight the cost of the additional equipment and supplies that would be necessary to start a fire department from the ground up. City of Corcoran, MN Fire Service Comprehensive Growth Plan 95 Summary of Cost Projections Although the costs associated with the various options are estimates, suffice it to say that continuing the current model is, by far, the least expensive. However, if the city wishes to adequately prepare for the future of fire protection and medical first response within the corporate limits, as well as help to improve the overall level of service and reduce property insurance premiums, some expense will be necessary. The following figure summarizes the cost projections presented in this section. Figure 71: Summary of Cost Projections Option Elements Estimated Total Increase Continue Current Model Funding Formula Adjustment $90,883 New Station with Continued Contracts New Station $300,000–$2,000,000 New Station with New Fire Department New Station $300,000–$2,000,000 New Apparatus and Equipment $1,465,000 Recruitment of Personnel $10,000–$25,000 City of Corcoran, MN Fire Service Comprehensive Growth Plan 96 MOVING FORWARD The content of this report provides insight into the City of Corcoran’s current fire and EMS delivery system, and to the future challenges that will face the city in the coming years. Upon completion of the preceding analysis, it becomes clear that the city will need to adjust its plans for the future to keep pace with growing demands. Findings and Recommendations It is ESCI’s conclusion that the approach identified above, “Construct an Additional Station and Continue to Contract with Surrounding Agencies” is the preferred long term approach. As stated, this scenario provides the city with an opportunity to invest in the community with a new station but allows the current program of contracting with surrounding departments to provide staffing and apparatus; although additional apparatus could be needed in the new station. Historical service demand indicates that an additional station would provide a significant improvement in travel time if placed in the area of highest service demand as previously discussed. As presented in the travel time models, the current stations leave a significant portion of the city outside acceptable travel time models. Current and future development is currently outside the four-minute travel model and placing a new station to service that area will create significant improvement in coverage as shown in the travel time maps. Two key considerations will come into play: 1. The timing of construction of a new station will need to be based on identification of response targets and analysis of current response performance and/or response shortcomings 2. Staffing of the new station will need to be analyzed carefully to assure that acceptable levels can be achieved. In the near term, doing so will likely be accomplished via the existing Paid On Call methodology, however long time consideration to other staffing strategies should be considered in future planning as well. Timing of the addition of the station is fairly clear, based on the analysis provided herein. Although we repeat that the identification of response time targets is ESCI’s preferred approach, the city has also indicated the desire to apply the NFPA 1720 response performance criteria, and ESCI agrees with the methodology. As explained previously, the staff chooses to apply the ‘suburban’ density standard to the properties tha t fall within the Metropolitan Utilities Service Area (MUSA). That category calls for a response time of ten minutes at the 80th percentile. As seen in the 2016 response performance in the table below, Hanover falls at the 10 minute threshold, Loretto is 4 minutes below and Rogers is slightly above the level. Hanover Loretto Rogers Average 80th % 90th % Average 80th % 90th % Average 80th % 90th % 2015 00:10:02 00:14:00 00:15:36 00:06:33 00:09:51 00:10:29 00:07:34 00:11:00 00:14:00 2016 00:07:02 00:10:00 00:11:48 00:04:26 00:06:41 00:07:48 00:07:03 00:11:00 00:13:00 City of Corcoran, MN Fire Service Comprehensive Growth Plan 97 ESCI advises that the approach of using the NFPA standards be considered concurrently with discussion of desired response targets, however, in regard to the standards quoted, and ESCI’s understanding of the city’s response performance desires, we draw the following conclusions: Implementation Planning Many studies and reports have been published and presented to clients over the years by ESCI. Often, clients are overwhelmed with information and options. It takes time to digest the report and then figure out what to do next. ESCI finds it helpful to offer a process whereby the clients can break the process down into smaller segments. Those smaller pieces allow policy-makers, fire chiefs, and communities to examine details and have discussions about what is possible. The following is offered as a framework to consider in the initial stages of evaluation. It is a strategic planning approach to partnerships. The first decision is whether the three organizations are to do anything at all, or continue on a status quo basis. Once a decision is made, the following steps are offered as a means by which to implement the chosen approach. Conduct Vision Session(s) with Policymakers The initial stage of implementation begins with the most elementary decision: “Do we want to move forward or not?” It is extremely important that, at this stage of the process, it is clearly recognized that this is a public policy decision on the part of the governing entities involved. A decision to consider altering the way in which a critical public safety service is provided, in some cases even permanently altering the governance of those services, is clearly in the purview of the elected bodies. While senior management input should be considered, the final decision should not rest at any level lower in the organization than those who are elected to represent the customers. Key Recommendations: • Understanding that portions of the City of Corcoran fall outside of desired travel time models and appreciating that future development will increase service demand considerably, and, • Finding that current response performance at the 80th percentile in the context of the NFPA Standards is marginal in some areas at this time, it is recommended that the city seek the construction of a fire station in Corcoran within a time frame of two years. • Critical to the addition of a fire station will be the determination of how it will be staffed. It is recommended that the city meet jointly with the contract fire agencies to determine the most effective approach and associated cost, considering the options of 1. Contracting with a single service provider, or 2. Staffing with a combination of qualified responders under some of the approaches listed in this report including resident firefighters, use of an integrated strategy discussed in the short-term strategies in which responders from all three contract fire departments can respond to the new station depending on their location, and 3. Future consideration of, career or part time career personnel. City of Corcoran, MN Fire Service Comprehensive Growth Plan 98 For this reason, it is recommended that the elected representatives of the City of Corcoran first meet together for the initial discussion of the findings of this study and its projected operational and fiscal outcomes. During this policy stage, involvement by additional staff should be somewhat limited, perhaps at the senior management level, and then for the sole purpose of providing technical support. It is important to limit the discussion at this point to a very high level, conceptual, conversation only. Avoid “getting into the weeds”. At this stage, the city council should address only the following questions: 1. Do we concur with the findings of the ESCI report in regard to future needs? 2. If so, are we willing to consider building a fire station at all, understanding that we will need a great deal more information? 3. Should we provide direction to staff to continue to seek more information? Establish a Joint Planning Committee The next step in the process is to establish a Joint Planning Committee that will be given the overall responsibility with leadership and management of the evaluation, planning and implementation process. This will be the “nuts and bolts” group that works through the details, overcomes the challenges, reacts to new information, and makes many of the actual decisions on the implementation plan. This group should have much wider representation from stakeholders both inside and outside of the individual organizations involved. Membership in the Joint Planning Committee may include senior management personnel and, where appropriate, labor/Paid On Call representatives. The following is an example of a Joint Planning Committee: • City Manager or Board Chair (or equivalent) from each organization • Corcoran Director of Public Safety • Fire Chiefs • Finance person from each organization • Paid On Call representatives from each agency, if appropriate The Joint Planning Committee should select a chair for the committee meetings and set goals regarding how often the group will meet, how information will be communicated, and how will the group pursue consensus. The group should start by addressing the first, high level questions, for example: In addition, their first order of business should be to determine the rules and procedures of this committee. This should include such items as: • What is the direction to us at this point from the elected officials? • Do we adequately understand the findings in the report are there questions that we need to ask? City of Corcoran, MN Fire Service Comprehensive Growth Plan 99 Develop an Implementation Strategic Plan Once ground rules have been set, and the committee understands its direction, the next step is the development of a draft strategic implementation plan to be returned to the elected officials. The purpose of the initial strategic planning session should be as follows: • To further articulate and refine the joint vision set by the elected officials. • To identify critical issues that will be met as the implementation process unfolds • To identify potential impediments to implementation such as: ▪ Cost and funding ▪ Conflicts present between agencies ▪ Availability of needed data and information ▪ Lack of sufficient staff to carry through implementation processes ▪ Outside influences and time demands • To set the specific goals and objectives of the implementation process and the timelines for accomplishment • To establish any workgroups necessary for implementation This process should result in the preparation of an implementation planning document that can be shared with the policy body, stakeholders, and others who will be involved in or affected by the implementation process. The document should provide the joint vision and the goals o f the project, describe the strategy or strategies being pursued, the desired outcome, and the individual objectives, tasks and timelines for accomplishment. When fully and adequately prepared, this document will serve as the master “road map” for the process and will help guide the next steps of developing working groups and assigning responsibilities. Meet, Identify, Challenge, Refine, and Overcome When new challenges, issues, impediments, or opportunities are identified by the members or workgroups, they need to be communicated to the full committee so that the information can be coordinated with findings and processes of the other members. Where necessary, the Joint Planning Committee or the chair can meet with the elected officials to discuss significant issues that may precipitate a refinement of the original joint vision. The process is continual as the objectives of the strategic plan are accomplished one by one. When sufficient objectives have been met, the Joint Planning Committee can declare various goals as having been fully met until the point comes when the actual implementation approval needs to be sought from the policy bodies. This formal “flipping of the switch” will mark the point at which implementation ends and integration of the agencies begins. City of Corcoran, MN Fire Service Comprehensive Growth Plan 100 CONCLUSION The ESCI project team began collecting information concerning the City of Corcoran fire and EMS services in August of 2017. The team members recognize this report contains a large amount of information and ESCI would like to thank the City of Corcoran and its contract fire departments and many council members, Paid on Call responders and employees for their efforts in bringing this project to fruition. ESCI would also like to thank the various individuals and external organizations for their input, opinions, and candid conversations throughout this process. It is ESCI’s sincere hope the information contained in this report is used to its fullest extent and the emergency services provided to the citizens of Corcoran and the surrounding ar ea will be improved by its implementation. City of Corcoran, MN Fire Service Comprehensive Growth Plan 101 APPENDICES Appendix A: Table of Figures Figure 1: Corcoran Service Area Map ................................................................................................................. 2 Figure 2: Governance .......................................................................................................................................... 3 Figure 3: Organizational Design .......................................................................................................................... 6 Figure 4: Service Area and Infrastructure ........................................................................................................... 7 Figure 5: Capital Asset Comparison .................................................................................................................... 9 Figure 6: Operating Budget and Financial Resources ....................................................................................... 10 Figure 7: Estimated Total Fire Department Funding (FY2018) ......................................................................... 11 Figure 8: Comparison of Cost of Fire Protection per Household ...................................................................... 12 Figure 9: Emergency Response Type and Frequency........................................................................................ 13 Figure 10: Foundational Elements .................................................................................................................... 14 Figure 11: Foundational Documents and Processes ......................................................................................... 16 Figure 12: Record Keeping and Documentation ............................................................................................... 18 Figure 13: Capital Asset Comparison ................................................................................................................ 20 Figure 14: Hanover Fire Station ........................................................................................................................ 21 Figure 15: Loretto Fire Station .......................................................................................................................... 22 Figure 16: Rogers Station 1 ............................................................................................................................... 23 Figure 17: Rogers Station 2 ............................................................................................................................... 24 Figure 18: Hanover Assigned Apparatus ............................................................................................................ 25 Figure 19: Loretto Apparatus ............................................................................................................................. 25 Figure 20: Rogers Station 1 Apparatus ............................................................................................................... 26 Figure 21: Rogers Station 2 Apparatus ............................................................................................................... 26 Figure 22: Administrative and Support Staffing ................................................................................................ 27 Figure 23: Administrative and Support Staff .................................................................................................... 28 Figure 24: Operational Staff .............................................................................................................................. 28 Figure 25: Emergency Response Staffing .......................................................................................................... 29 Figure 26: Comparison of Hanover VFD Personnel per 1,000 Population ........................................................ 30 Figure 27: Comparison of Loretto VFD Personnel per 1,000 Population .......................................................... 30 Figure 28: Comparison of Rogers VFD Personnel per 1,000 Population .......................................................... 31 Figure 29: Average Structure Fire Staffing ........................................................................................................ 32 Figure 30: General Training Competencies ....................................................................................................... 34 Figure 31: Training Program Administration and Management ....................................................................... 35 Figure 32: Overall Service Demand (Corcoran) ................................................................................................. 38 Figure 33: Service Demand by Type .................................................................................................................. 39 Figure 34: Service Demand by Month............................................................................................................... 39 Figure 35: Service Demand by Day of Week ..................................................................................................... 40 Figure 36: Service Demand by Hour of Day ...................................................................................................... 40 Figure 37: Geographical Service Demand Distribution ..................................................................................... 41 Figure 38: Four, Six, Eight and 10-Minute Travel Capability ............................................................................. 42 Figure 39: 1.5, 2.5 and 5-Mile Travel Capability ............................................................................................... 43 City of Corcoran, MN Fire Service Comprehensive Growth Plan 102 Figure 40: Call Concurrency Rates (2016) ......................................................................................................... 44 Figure 41: Call Processing Performance ............................................................................................................ 47 Figure 42: 90th Percentile Turnout Time Performance ..................................................................................... 47 Figure 43: NFPA 1720 Response Performance Recommendations .................................................................. 48 Figure 44: Response Time Performance, 2015 and 2016 ................................................................................. 48 Figure 45: Mutual/Automatic Aid Given and Received .................................................................................... 51 Figure 46: Population Growth History .............................................................................................................. 52 Figure 47: Population by Age Group ................................................................................................................. 53 Figure 48: Housing Occupancy Type ................................................................................................................. 54 Figure 49: Population Growth Projections ........................................................................................................ 54 Figure 50: Consolidated Population Growth Projections ................................................................................. 55 Figure 51: Service Demand Projections – Historically Based ............................................................................ 56 Figure 52: Service Demand Projections – Thrive Based .................................................................................... 56 Figure 53: Population Density ........................................................................................................................... 60 Figure 54: Recommended Response Performance Objectives ......................................................................... 61 Figure 55: City of Corcoran 2030 Land Use Plan Map ...................................................................................... 62 Figure 56: Comparison of 2008 and 2030 Land Use ......................................................................................... 66 Figure 57: Comparison of Current (2008) to 2030 Comprehensive Plan .......................................................... 67 Figure 58: Potential Rogers Station Travel Model ............................................................................................ 69 Figure 59: Potential Added Corcoran and Rogers Station Travel Model .......................................................... 70 Figure 60: Hamel Station Location Coverage .................................................................................................... 72 Figure 61: Maple Grove Station Location Coverage ......................................................................................... 73 Figure 62: Plymouth Station Location Coverage ............................................................................................... 74 Figure 63: Potential Corcoran Station Location Travel Times ........................................................................... 76 Figure 64: 1.5 and 5 Mile Travel Distances – Proposed Corcoran Station ........................................................ 77 Figure 65: Current Volunteer Residences ......................................................................................................... 78 Figure 66: New Station Deployment Decision Matrix ....................................................................................... 83 Figure 67: Funding Formula Criteria (Example) ................................................................................................ 90 Figure 68: Multi-Variable Cost Calculation (Example) ...................................................................................... 90 Figure 69: Multi-Variable Distribution (Example) ............................................................................................. 91 Figure 70: Estimated Cost of Apparatus and Equipment .................................................................................. 94 Figure 71: Summary of Cost Projections ........................................................................................................... 95 STAFF REPORT Agenda Item 11b. Council Meeting: June 14, 2018 Prepared By: Kevin Mattson Topic: 2018 Clean Up Day Report – 2019 Priorities Action Required: Direction Summary: On May 5th, the City held its annual 2018 Clean Up Day event at the Public Works facility. This year’s event was a big success as staff and volunteers received 110 vehicle drop-offs over a 4-hour period. The overall goals of the program are to provide an opportunity for residents to economically dispose of their “junk” rather than abandon it on the roadsides and to help protect our natural resources. Historically, we have been able to cover the City’s expenses by charging a nominal fee that covers disposal and recycling expenses. This does not include hourly staff time, however, with the implementation of this program Public Works has seen a decrease in the number of calls to pick up abandon trash. The 2018 average cost per vehicle drop- off was $28. Looking ahead to 2019, we anticipate that market pressure will likely increase the disposal costs. Staff is looking for Council input in terms of the level of support for the event. Options include: • Increase drop-off fees to match projected costs • Subsidize projected overage of expenses – 2019 Budget Item Financial/Budget: Revenue and expenses for 2018 were approximately $3,000. It is anticipated that costs could increase by 25% or $750. Alignment with Values: This item relates to the following adopted values: Honesty, Ethics, Integrity We believe that honesty, ethics, and integrity are the foundation blocks of public trust and confidence. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Transparency We believe that open an honest communication is essential for an informed and involved citizenry. Processes and decision making should include opportunities to educate citizens and receive feedback. Council Action: Provide direction to staff. Attachments: None. WENCK File #2294-01 June 2018 Prepared by: WENCK Associates, Inc. 1800 Pioneer Creek Center Maple Plain, MN 55359 Phone: 763-479-4200 Fax: 763-479-4242 Prepared for: City of Corcoran 8200 County Road 116 Corcoran, MN 55340 Feasibility Report State Aid Funding for City Bridge and State Aid Routes 11c. June 2018 i C:\Users\eriml0651\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\S9N64Y1Y\Bridge and MSA Funding Feasibility Study.docx FEASIBILITY REPORT for State Aid Funding for City Bridge and State Aid Routes June 2018 PREPARED FOR: City of Corcoran 8200 County Road 116, Corcoran, MN 55340 City Council Members: Ron Thomas, Mayor Mike Keefe Tonya LaFave Jonathan Bottema Brian Dejewski PREPARED BY: WENCK ASSOCIATES, INC. 1800 Pioneer Creek Center P.O. Box 249 Maple Plain, Minnesota 55359-0249 Telephone: (763) 479-4200 I hereby certify that this plan, specification, or report was prepared by me or under my direct supervision and that I am a duly registered Professional Engineer under the laws of the State of Minnesota. Date: ____________________________________________________ Kenton C. Torve, P.E. Registration No: 24807 June 2018 i C:\Users\eriml0651\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\S9N64Y1Y\Bridge and MSA Funding Feasibility Study.docx Table of Contents 1.0 EXECUTIVE SUMMARY ................................................................................ 1-1 2.0 BRIDGE PROGRAM ...................................................................................... 2-1 2.1 Local Bridge Replacement Program ........................................................ 2-1 2.2 Corcoran Bridge Status ........................................................................ 2-1 2.3 Corcoran Bridge Replacement Process ................................................... 2-2 3.0 MUNICIPAL STATE AID ............................................................................... 3-1 3.1 General .............................................................................................. 3-1 3.2 Corcoran MSA History and Existing Segments ......................................... 3-1 3.3 MSA Categories ................................................................................... 3-2 3.4 MSA Reclassification Options ................................................................ 3-3 3.5 Impact of Removing Larkin Road from CR 116 to CSAH 10 ....................... 3-6 4.0 STATE AID FUNDING .................................................................................. 4-1 4.1 Current Allotment and Balance .............................................................. 4-1 4.2 Projects for Consideration .................................................................... 4-1 5.0 RESULTS AND RECOMMENDATIONS ............................................................ 5-1 5.1 Bridges .............................................................................................. 5-1 5.2 MSA Routes ........................................................................................ 5-1 5.3 Short term (2018) Improvements to Utilize Existing Funds ....................... 5-1 5.4 Remaining CIP .................................................................................... 5-1 TABLES 1 Draft Five Year CIP and MSA Fund Use FIGURES 1 Municipal State Aid Street (MSAS) 2 Options for MSAS System Changes APPENDIX A Bridge Inspection Reports B Minnesota Highway Users Tax Distribution Fund June 2018 1-1 1.0 Executive Summary This Feasibility Report has been prepared at the request of the City Council for planning improvements using Municipal State Aid funds and possibly Bridge Bond funds (also through State Aid). The planning involves review of the eligible MSA network and identification of potential 2018 and Five Year construction projects to utilize State Aid funds and maximize allotments. Road Policy Shift The City has moved from a focus on paving gravel collector roads to identifying pavement projects in the developing (easterly/MUSA) area of Corcoran. This policy shift has allowed the City to revisit the State Aid roads and future fund balances and uses. Goals Development of the Feasibility Study involved: • Identifying bridge eligibility and timing for replacement • Reviewing the State Aid road designations within the City • Identifying potential State Aid eligible projects • Outlining a 5-year Capital Improvement Program using State Aid and Bridge Bond funds Results The results show: • Modification of the State Aid network to implement Option 5 as described in Section 3.0. • Short term (2018) improvements to utilize existing funds o Overlay of Larkin Road o Overlay of Rolling Hills Road • Five-year CIP to implement the following: o 2018 Overlay o 2019 MSA Funding for 66th Street/Gleason Parkway Extension o 2020 Hackamore Road o 2020 Stieg Road o 2021 Schutte Bridge Replacement June 2018 2-1 2.0 Bridge Program 2.1 LOCAL BRIDGE REPLACEMENT PROGRAM A state bonding bill typically funds the bridge program, which is scheduled for every two years (2016, 2018, etc.). In 2017 the legislature also appropriated $49.2M for the LRIP. The bond proceeds were distributed with one individual project also specified for funding. The funding summary includes: • The City of Minneapolis was appropriated $32M for the rehabilitation and restoration of the historic 10th Avenue bridge over the Mississippi River • Of the $17.3M in locally distributed funds, there were 62 bridges were approved for funding for replacement. Federal Local Match • A portion of the funds have also been set aside for the 20 percent local match of the 2018 Federal Bridge Off-System Bridges in the State Transportation Improvement Program. 2018 MnDOT staff quoted the 2018 request at $100M, with a list of needs at $140M, which results in a waiting list for some replacements. Typically, the wait is less than three years. Projects are typically selected in July when the funding is appropriated into the state transportation fund through MnDOT. The bonding bill added $5M along with funds for a few other targeted projects. 2.2 CORCORAN BRIDGE STATUS Corcoran has four bridges in the program, with three aging bridges and one new culvert at Shannon Lane which was replaced in 2009. Bechtold Road (City only project) also should be added to the list, since it also crosses the same stream (North Fork Rush Creek) as Cain and Trail Haven (but may not qualify for state funds). The classification allows for culverts greater than 10 feet to be classified as “bridges”. Bridges are defined as a structure or culvert with a span greater than or equal to 10 feet (as measured along centerline road). The initial step is to identify bridges as a priority through a City Council Resolution for bridges with a sufficiency rating of 80 or less after inspection. Analyzing the bridges is a complicated process completed by certified inspectors. The deficiencies can be grouped into the following categories: • Structurally deficient • Hydraulically deficient • Functionally obsolete June 2018 2-2 Current sufficiency ratings for the older culverts/bridges are: Sufficiency Rating MSA Eligible Bridge Eligible Trail Haven 83.8 No Yes (when below 80) Cain 80.8 No Yes Schutte 36.9 Yes Yes (when below 80) Bechtold Unknown No No Therefore, the Schutte Road bridge is eligible now and the remaining two bridges should be planned for replacement when the sufficiency rating drops below 80. Bechtold should be assessed by the inspector. 2.3 CORCORAN BRIDGE REPLACEMENT PROCESS The bridge replacement process requires that “construction ready” projects be submitted to the State which requires: • Geotechnical investigation • Wetland delineation • Hydraulic/Floodplain analysis • Identify additional ROW • Create Engineering Plans and Specifications • Council resolutions and administrative plans The participating costs for replacement are limited to the bridge components including: • Culvert • Backfill • Granular bedding • Rip rap • Traffic control Non-participating costs include: • Approach grading • Bridge removal • Wetland replacement • Engineering (max 25% of construction) • Erosion Control An important note about funding is that those bridges on State Aid Routes (Schutte) can utilize State Aid funds for engineering and some road-related costs to bring the road up to State Aid standards. This is split at 50/50 with the bridge fund. Otherwise the City will fund the non-participating costs. Trail Haven is currently on the MSA system but is proposed to be removed to capture more needs funding on an annual basis. A grant agreement with MnDOT is necessary as an administrative effort. June 2018 3-1 3.0 Municipal State Aid 3.1 GENERAL Funds from the “Minnesota Highway Users Tax Distribution Fund” support more than 100,000 miles of roadway, divided into trunk highways, county state aid highways, municipal state aid streets, and township roads. Sources include the gas tax, license fees, and motor vehicle sales taxes. Assistance is also available through the “SALT” division for design, construction, maintenance, bridge grants, management, and federally funded coordination. In 2018 MnDOT will distribute $918M to local governments. The above text was summarized from a flyer distributed by MnDOT, included as Appendix B. The Municipal State Aid (MSA) Street Fund has approximately $192M which is apportioned based on 50% population and 50% MSAS construction needs. A change over the past few years is the “construction needs” are based on AADT (Annual Average Daily Traffic) or “traffic counts”, whereas the prior allotment was based on generalized construction cost estimates to bring the road up to State Aid design standards. Corcoran’s allocation is currently the following: • $134,931 on population. No change is expected due to Corcoran’s small percentage of overall population. • $234,778 on construction needs In the following paragraphs options are explored that are estimated to increase the annual needs from an $4,000 to $20,000. 3.2 CORCORAN MSA HISTORY AND EXISTING SEGMENTS Cities are allowed to designate 20% of their total length of streets as MSA routes. Designations must terminate at MSA or higher jurisdictional roadway. Corcoran has historically identified the rural, gravel, “collector” roads as a high priority for MSA classification. Increased traffic volumes on gravel roads have resulted in higher maintenance costs and increased nuisance calls. In the past few years, an extensive staff and Council effort was made to study and select a rural gravel road for pavement using State Aid construction funds and design standards along with assessments and the general fund. Trail Haven was an initial candidate for paving but upon resident opposition the focus moved to Willow Drive/Larkin Road. In fall of 2017 the project was brought to the public hearing stage since assessments were also needed for the funding to be complete. Resident opposition was again significant, and Council voted to not proceed with the project. The existing MSA system is shown in Figure 1. The roads are: June 2018 3-2 • Trail Haven • Rolling Hills Road • Pioneer Trail • Willow Drive • Larkin Road • Kalk Road • Schutte Road • Steig Road • Hackamore (shared with Medina) The road miles for the existing system are as follows: • 15.08 assigned as improved roadways • 0.42 mile available to be assigned, and • 0.45 assigned as future (non-existing) roadway in new Downtown area • Specific segment lengths are given on a table in Figure 1. 3.3 MSA CATEGORIES The policy movement away from paving existing gravel roads has initiated a review of the roads classified as MSA routes. This shift can be summarized as the following: • Shifting MSA routes to higher AADT routes, which often are existing paved roads, to increase the “construction needs”, and • Shifting MSA routes to the MUSA developing area to utilize funds for the developing areas and creating a City CIP for additional paving projects. These are significant changes for the City utilization of MSA construction funds and have an impact on annual receipts and potential improvements to the city road system. An exact financial increase in funding due to higher AADT would not be known until 2019, since other cities change their designation and needs calculations and the total revenue available for distribution fluctuates every year. However, MnDOT State Aid estimated the following for Corcoran for the following ADT categories: ADT Category Local ADT Needs Estimate 0 Non-existing 1-499 Corcoran roads $13.6K per mile 500-1,999 Corcoran roads $18.2K per mile 2,000-4,999 NA 5,000-8,999 NA 9,000-13,999 NA 14,000-24,999, and NA Greater than 25,000 NA Therefore, the change from under 500 ADT to over 500 ADT could result in a $4,600 increase per 1 mile shifted. A review of the eligible segments resulted in the following: Higher ADT Segments Lower ADT Segments Oakdale Segments of Trail Haven 66th/Gleason Parkway Kalk Road New Downtown (non-existing) June 2018 3-3 3.4 MSA RECLASSIFICATION OPTIONS Five options were identified to shift MSA designation into the developing MUSA area to account for the benefit of higher AADT routes, increased traffic and development, and the shift away from the focus on gravel roads. Option 5 – Preferred Option This option takes advantage of the 66th Street route and utilizes unassigned and non- existing but removes portions of Trail Haven from the MSA system. Added • 66th Street/Gleason Parkway at 1.05 miles • Oakdale Drive from CSAH 19 to Trail Haven at 2.66 miles Removed • Kalk Road at 0.75 mile • Trail Haven from CSAH 50 to CSAH 10 at 1.08 mile • Trail Haven from Oakdale to CR 117 at 1.03 mile • Unassigned at 0.42 mile • Non-existing at 0.45 • Total removed = 3.73 mile Net Result • 0.02 miles unassigned and 0 miles non-existing • Net gain is 0.86 to the system • Net gain of 0.85 mile to system Annual Needs Benefit • Approximately $20,000 Other Options Considered: Option 1 This option takes advantage of the 2019 construction of 66th Street to connect Ravinia to CR 116. The existing 66th Street will be paved and turn lanes will be added at CR 116. Added • 66th Street/Gleason Parkway at 1.05 miles Removed • Kalk Road at 0.75 miles • Utilizing the unassigned of 0.42 miles • Total Reclassification = 1.17 miles (leaves excess of 0.12 miles) June 2018 3-4 Net Result • Net gain of 0.3 miles onto the MSA system • Unassigned 0.12 mile and non-existing of 0.45 miles Annual Needs Benefit • Approximately $4,000 (0.3 miles at $13.6K per mile) Option 2 This option takes advantage of the 66th Street route and utilizes unassigned and non- existing but removes Steig Road from the MSA system. Added • 66th Street/Gleason Parkway at 1.05 miles • Segment of Oakdale Drive from Trail Haven Road to CSAH 30 at 0.96 mile • Total added = 2.01 miles Removed • Stieg Road at 1.15 miles • Unassigned at 0.42 miles • Non-existing at 0.45 miles • Total removed = 2.02 miles Net Result • 0 miles unassigned and 0 miles non-existing • Net gain is 0.86 to the system Annual Needs Benefit • Approximately $11,000 Option 3 This option takes advantage of the 66th Street route and utilizes unassigned and non- existing but removes Kalk Road and a portion of Trail Haven from the MSA system. Added • 66th Street/Gleason Parkway at 1.05 miles • Segment of Oakdale Drive from Trail Haven Road to CSAH 30 at 0.96 mile • Homestead Trail at 0.66 mile • Total added = 2.67 miles Removed • Kalk Road at 0.75 mile • Trail Haven from CSAH 10 to CSAH 50 at 1.08 mile • Unassigned at 0.42 mile • Non-existing at 0.45 June 2018 3-5 • Total removed = 2.70 mile Net Result • 0.03 mile unassigned • Net gain is 0.84 mile to the system Annual Needs Benefit • Approximately $14,000 Option 4 This option takes advantage of the 66th Street route and utilizes unassigned and non- existing but removes all of Trail Haven from the MSA system. Note: Trail Haven has a bridge which may be eligible for State Bridge Funding in the future, so removing Trail Haven also removes the opportunity for 50% of construction costs to be State Aid reimbursed. Added • 66th Street/Gleason Parkway at 1.05 miles • Oakdale from CSAH 19 to CSAH 30 at 3.61 miles • Total added = 4.66 mile Removed • Trail Haven from CSAH 50 to CR 117 at 3.79 miles • Unassigned at 0.42 mile • Non-existing at 0.45 • Total removed = 4.66 mile Net Result • 0 miles unassigned and 0 miles non-existing • Removes Trail Haven bridge from State Aid system Annual Needs Benefit • Approximately $19,000 • This is highest since two sections of Trail Haven less than 500 ADT are replaced with Oakdale, which is greater than 500 ADT. The resultant 0 miles unassigned and 0 miles non-existing also contribute to the increase. • It is important to note that removing a low ADT Trail Haven segment (Oakdale to CR117) will eliminate the 50% road reimbursement when the culvert is replaced. In summary, there is some benefit to modifying the system based on the most recent policy direction by the Council. The overall benefit is to incentivize the City’s infrastructure fund through the improvement of developing roads and developer contributions. June 2018 3-6 3.5 IMPACT OF REMOVING LARKIN ROAD FROM CR 116 TO CSAH 10 Larkin Road from CR 116 to CSAH 10 is 0.66 miles with an AADT of 830. Removing this section of roadway from the MSA system results in a reduction of approximately $12,000. If this mileage were reassigned to a roadway with less than 500 AADT, a reduction of approximately -$3,000 would occur. June 2018 4-1 4.0 State Aid Funding 4.1 CURRENT ALLOTMENT AND BALANCE The State encourages local governments to utilize the funds to maintain or improve the state’s infrastructure. The calculated needs (used to determine allotment) is reduced by the current balance of the account on Jan. 1. Furthermore, if the balance exceeds $1.5M and 3X the annual allotment, a multiplier is used for this reduction. For example, if the needs determined at $40M and balance at $1M, $39M will be used for needs allotment. However, if balance equals $2M, a multiplier is introduced (year 1 = 1.0 multiplier) year 1 reduction equals $2M x 1.0, year 2 reduction equals $2M x 2.0 (=$38M need), year 3 = $2M x 3.0 (=$34M need). Corcoran’s current balance of $1,861,000 would result in a 1.0x multiplier for needs reduction in 2018 unless the balance is brought below $1.5M. If the balance remains greater than $1.5M on January 1, 2019, a 2.0x multiplier would be applied. For large projects, MnDOT allows borrowing ahead up to 5 years, so Corcoran available funds for borrowing are approximately $1.18M. In total, Corcoran has $3.036M available for use in 2018 the construction fund, however the borrowing portion was not considered for this study. 4.2 PROJECTS FOR CONSIDERATION Table 1 shows four projects considered for MSA State Aid fund utilization, which accomplishes the short-term goal of lowering the balance below $1.5M for 2018 and a five- year fund funding totals for potential projects. The projects for consideration include: • Larkin Road and Rolling Hills Road -- would improve these two state aid roads which would draw the construction budget below $1.5M. This also allows the budgeted $170K in the general fund to be placed into the pavement management fund if desired. • Schutte Bridge—would utilize 50% MSA funds and 50% bridge funds • 66th Street Extension – This project is scheduled as part of final phases of Ravinia and shifting an MSA designation allows for state aid funds to be used. Design/ROW could begin in 2018, with major construction in 2019. • Hackamore Road – Improvement scheduled after construction traffic lessens and agreement with Medina is reached. • Stieg Road – The Encore development will eventually access Steig Road, and a portion of Stieg Road will be paved with a trail. This is tentatively shown as Phase 4, which puts it in approximately 2020. The list of projects included in Table 1 is aggressive, and shows the construction fund operating at a deficit which is allowed. This timing is shown in order to coincide with planned developments and improvements to the system. June 2018 5-1 5.0 Results and Recommendations The analysis performed for this feasibility study results in the following recommendations: 5.1 BRIDGES 1. Begin the Schutte Road bridge replacement process in 2019 2. Analyze the Bechtold Road condition by 2019 3. Estimate Cain Road culvert or Trail Haven culvert will need to be replaced within 5- year CIP. 5.2 MSA ROUTES • Option 5 is recommended for MSA modification. This option takes advantage of the 66th Street route and utilizes unassigned and non-existing but removes portions of Trail Haven from the MSA system. As summary of Option 5 is shown below. Added • 66th Street/Gleason Parkway at 1.05 miles • Oakdale Drive from CSAH 19 to Trail Haven at 2.66 miles Removed • Kalk Road at 0.75 mile • Trail Haven from CSAH 50 to CSAH 10 at 1.08 mile • Trail Haven from Oakdale to CR 117 at 1.03 mile • Unassigned at 0.42 mile • Non-existing at 0.45 • Total removed = 3.73 mile Net Result • 0.02 miles unassigned and 0 miles non-existing • Net gain is 0.86 to the system • Net gain of 0.85 mile to system • Trail Haven segment stays on MSA system for 50% participation in addition to Bridge Bond funds. Annual Needs Benefit • Approximately $20,000 5.3 SHORT TERM (2018) IMPROVEMENTS TO UTILIZE EXISTING FUNDS • Overlay of Larkin Road • Overlay of Rolling Hills Road 5.4 REMAINING CIP • 2019 MSA funding for 66th Street/Gleason Parkway extension • 2019/2020 Hackamore Road Recondition • 2021 Schutte Bridge Replacement • 2021/2022 Stieg Road Reconstruction Tables 1 Draft Five Year CIP and MSA Fund Use Table 1 Five-Year CIP and MSA Fund Use 2018 2019 2020 2021 2022 MSA Fund Deposits --$236,000 $250,000 $250,000 $250,000 Balance $1,861,000 $1,497,000 $482,000 -$793,000 -$643,000 MSA Expenditues $600,000 $1,250,000 Hackamore Road $1,000,000 * $15,000 $100,000 50% MSA 50% MSA $500,000 Trail Haven Bridge $25,000 $100,000 50% MSA 50% MSA Total $1,261,000 $232,000 -$1,043,000 -$893,000 -$743,000 Bridge Fund $15,000 $100,000 50% Bridge 50% Bridge $25,000 $50,000 City Fund Deposits/transfers $170,000 $1,420,000 $2,920,000 $2,920,000 $2,920,000 Expenditures ------$20,000 -- wetlands/misc --------$20,000 wetlands/misc Development associated projects Trail Haven Bridge (Or Cain Road) Steig Road Local Share Schutte Bridge Larkin Road and Rolling Hills Road 66th Street/Parkway Schutte Bridge Schutte Bridge Trail Haven Bridge Figures 1 Municipal State Aid Street (MSAS) 2 Options for MSAS System Changes City of Greenfield City of Maple Grove City of Medina City of Rogers Bechtold Rd Pioneer Trl Trail Haven Rd County Road 116 Cou nty Road 30 S c h u t t e R d Oakdale Dr County Road 10 Horseshoe Trl C o u n t y R o a d 5 0 Larsen Rd Willow Dr Hunter Rd County Road 19 Homestead Trl Cain Rd Rolling Hills Rd Country Rd Mohawk D r Larkin Rd Foxline Dr Strehler Rd Dass el Ln Ol d S e t t l e r s R d Stieg Rd Kalk Rd Meister Rd Maple Hill Rd 93rd Ave N Te ss mer Rd Blue Bonnet Dr Jubert Ln 456710 456750 456719 456730 4567116 4567101 4567117 Brockton Ln N 109th Ave N 4567101 ")55 Hackamore Rd MorinLake ScottLake JubertLake GooseLake CookLake R u s h C r e e k Rush Creek S o u t h Fo rk RushCreek SouthForkRushCreek S o u t h ForkRushCreek 1 0 10.5 Miles ± Path: L:\2294\100\2040CompPlan\MSAS_D.mxdDate: 4/6/2018 Time: 7:14:19 AM User: shujc0243 Municipal State Aid Street (M SAS) Municipal Boundary Streams Parcel Boundaries Lake/Open Water Figure 1Municipal State Aid Street (MSAS) Source:Existing Roadway Jurisdiction (MN DOT) Stre e t Name Se gme nt Le ngth (mi .)GIS Se gme nt Le ngth (mi .)Te rmi ni Locati onLARKIN RD.0.48 0.51 WILLOW DR. TO KALK ROA DLARKIN RD.0.51 0.51 KA LK ROAD TO OLD SETTLERS ROADLARKIN RD.0.77 0.77 OLD SETTLERS ROAD TO BLUE BONNET DRIV ELARKIN RD.0.5 0.50 BLUE BONNET DR TO CR 116LARKIN RD.0.66 0.66 CO.RD.116 TO CSAH 10KALK RD.0.75 0.75 LA RKIN ROAD TO CSA H 50TRAIL HAV EN ROA D 1.08 1.09 CSAH 50 TO CSAH 10TRAIL HAV EN ROA D 0.66 0.66 CSAH 10 TO 93RD AV E NORTHTRAIL HAV EN ROA D 0.51 0.50 93RD AV E N TO NEW CSAH 30 (97TH AV E N)TRAIL HAV EN ROA D 0.51 0.50 NEW CSAH 30 (97TH AV E) TO OA KDALE DRTRAIL HAV EN ROA D 1.03 1.01 OA KDALE DR TO C.R. 117STIEG ROAD 0.31 0.27 C.R. 116 TO ROBERT LANESTIEG ROAD 0.84 0.81 ROBERT LANE TO CSA H 101PIONEER TRAIL 1.02 0.98 C.R. 19 TO WA GON WHEEL LANEPIONEER TRAIL 0.18 0.17 WAGON WHEEL LAN E TO TH 55SCHUTTE RD.1.07 1.03 CO. RD. 116 TO CSAH 101ROLLING HILLS ROAD 0.3 0.30 HORSESHOE DR TO 0.30 M NROLLING HILLS ROAD 1.35 1.28 0.30 M N OF HORSESHOE DR TO CSAH 50ROLLING HILLS ROAD 0.52 0.51 SOUTH CITY LIMITS TO HORSESHOE TRA ILWILLOW DRIV E 0.55 0.54 SOUTH CITY LIMITS TO HORSESHOE TRA ILWILLOW DRIV E 0.97 0.96 HORSESHOE TR. TO LARKIN ROADHACKAMORE ROA D 1.02 1.00 COUNTY ROAD 116 TO BROCKTON LAN E (CSA H 101) R u s h C r e e k Rush Creek S o uth F o r k R u s h C r eek SouthForkRushCreek S o u t h ForkRushCreek Option 3 Option 1,3,5 Option 2,4 Option 5 Option 1,2,3,4,5 Option 2 Option 3,4,5 Option 4 Option 4,5 1 0 10.5 Miles ± Path: L:\2294\100\2040CompPlan\MSAS_Options_D.mxdDate: 6/8/2018 Time: 6:46:55 AM User: shujc0243 !!MSAS System Addition !!MSAS System Removal Municipal Boundary Streams Parcel Boundaries Lake/Open Water Figure 2Options for Municipal StateAid Street (MSA S) System Changes Source:Existing Roadway Jurisdiction (MN DOT) Existing System  15.08 miles assigned as improved roadway  0.45 mile assigned as future (non -existing) roadway  0.42 mile unassigned Option 5 – Preferred Option  Add Gleason/66th (1.05 mile)  Add Oakdale from CSAH 19 to Trail Haven (2.66 mile)  Remove Kalk (0.75 mile)  Remove Trail Haven from CSAH 50 to CSAH 10 (1.08 mile)  Remove Trail Haven from Oakdale to CR 117 (1.03 mile)  Combine with 0.45 non -existing and 0.42 unassigned  Results in 0.02 mile unassigned and 0 mile non -existing  Net gain of 0.85 mile to system  Increase needs by approximately $20,000 Other Options Considered: Option 1  Add Gleason/66th (1.05 mile)  Remove Kalk (0.75 mile), combine with 0.42 unassigned  Results in 0.12 mile unassigned and 0.45 mile non -existing  Net gain of 0.3 mile to system  Increase needs by approximately $4,000 Option 2  Add Gleason/66th (1.05 mile)  Add Oakdale from Trail Haven to CSAH 30 (0.96 mile)  Remove Stieg (1.15 mile), combine with 0.45 non -existing and 0.42 unassigned  Results in 0 mile unassigned and 0 mile non -existing  Net gain of 0.86 mile to system  Increase needs by approximately $11,000 Option 3  Add Gleason/66th (1.05 mile)  Add Oakdale from Trail Haven to CSAH 30 (0.96 mile)  Add Homestead Trail (0.66 mile)  Remove Kalk (0.75 mile) and Trail Haven from CSAH 10 to CSAH 50 (1.08 mile)  Combine with 0.45 non -existing and 0.42 unassigned  Results in 0.03 mile unassigned and 0 mile non-existing  Net gain of 0.84 mile to system  Increase needs by approximately $1 4,000 Option 4  Add Gleason/66th (1.05 mile)  Add Oakdale from CSAH 19 to CSAH 30 (3.61 miles)  Remove Trail Haven from CSAH 50 to CR 117 (3.79 miles)  Combine with 0.45 non -existing and 0.42 unassigned  Results in 0 mile unassigned and 0 mile non -existing  Net gain of 0.86 mile to system  Removes Trail Haven Bridge from S tate Aid system  Increase needs by approximately $19,000 Appendix A Bridge Inspection Reports 2017 ROUTINE BRIDGE INSPECTION REPORT BRIDGE # DISTRICT:COUNTY:CITY/TOWNSHIP: Date of Inspection: Equipment Used: Inspected By: Report Written By: Report Reviewed By: Final Report Date: L8077 113(SCHUTTE RD) over S FK RUSH CREEK Metro Hennepin Corcoran 04/24/2017 Heckman, Micah Micah Heckman City or Municipal Highway AgencyOwner: MinnesotaSTATE: STRUCTURE INVENTORY 1 ELEMENTS 2 PICTURES 5 PICTURES - THUMBNAILS 6 SECTION PAGE Table of Contents Spec. Feat. Pier Foundation (Material/Type) N - N/A Cantilever ID + W A T E R W A Y + Number of Spans Historic Status N - N/A UnderwaterCulvert Type 1 - SPRD SOIL Pinned Asbly.Barrel Length 20.0 ft.Navigation Control Waterway Opening (sf.)81 Structure Length ft.Year Painted 1940 0 - No nav. control on waterwayDeck Width (Out-to-Out)26.0 + P A I N T + APPR:0 TOTAL: 5 - Not eligible MAIN:1 Main Span Length 18.5 ft. Drainage Area (sq. mi.) B R I D G E D A T A +Main Span Detail N - NOT REQUIRED + M I S C. Appr. Span Type Structure Flared GR Termini N - NOT REQUIRED Appr. Guardrail Main Span Type 3 - Steel Median Width On Bridge ft.Bridge Railing 0 - SUBSTANDARD N - NOT REQUIRED Main Span Design 01 - Beam Span ft.GR Transition Skew 0 Y/N Freq Date Abutment Foundation (Material/Type) 1 - CONC Frac. Critical D E P T H I N S P. + Appr. Span Design 0 - No flare + I N Appr. Span Detail Field Conn. ID Parallel Structure N - No parallel structure Pier Protection 0 - Not Required Rating Date 07/26/2011 495 sq. ft.Traffic ft.50B. Rt 0.00Sidewalk Width 50A. Lt 0.00 Roadway Area (Curb-to-Curb) Posted Load 2 - Vehicle & Semi (Type R12-5) Posting Structure Area (Out-to-Out)520 sq. ft. 40 DBL:40VEH:26 SEMI: Rt 32 ARail Type Lt 32 C N - N/AN - N/A B N - N/A N - Not Applicable Overweight Permit CodesCurb Height Lt ft.Horizontal 1 - Object Markers 0.00 ft.Vertical0.00 ft.Rt Wear Surf Install Year 900 sq. ft.Nav. Vert. Lift Bridge Clear. (ft.) J - SCOUR SUSCEPT Year 1991Primer Type 1 - Lead - non 3309 MN Scour Code Painted Area Unsound Paint %95 Nav. Clr. (ft.)Deck Material 1 - Concrete Cast-in-Place 0.0 Wear Surf Type 8 - Gravel Vert.0.0 Horiz. S I G N S + Operating Rating 2 - HS TRUCK 0 - None + B R I D G E Inventory Rating 2 - HS TRUCK 12.0 20.0Deck Rebars Install Year Deck Rebars Finish Type F - - Phenolic Resin AlumWear Course/Fill Depth 1.50 ft. 0 - None Design Load 0 - Other/Unknown + C A P A C I T Y R A T I N G S + Deck Membrane 45 Σ 06 Inspector Name Heckman, Micah Latitude Control Section (TH Only)Status'59.55 '' 2 - 2-way traffic Routine Inspection Frequency 12 Sect., Twp., Range 0.3 MI W OF JCT CSAH 101 Level of Service 1 - MAINLINE -23W Roadway Type13-119N Detour Length 3.0 mi. R A T I N G S + Custodian 04 - City or Municipal Highway Agency Owner 04 - City or Municipal Highway Agency Deck 7 Unsound Deck % C O N D I T I O NΣ31' P - Posted for Load Longitude -93 + N B I 43.90 ''Reference Point 398 Crew + I N S P E C T I O N + Agency Br. No.144 District 05 Bridge Match ID (TIS)0 Userkey 113(SCHUTTE RD)over S FK RUSH CREEK Minnesota Structure Inventory Report Bridge ID:L8077 + G E N E R A L ++ R O A D W A Y + Date: 05/30/2017 Sufficiency Rating 36.9Roadway Name or Description 113 City Corcoran Routine Inspection Date 04/24/2017 Desc. Loc. Township MSAS 113 Number YRoadway O/U Key Route On StructureMaint. Area Structurally Deficient NRoute Sys 05 - MSASCounty027 - Hennepin Functionally Obsolete Lanes Waterway Adequacy 6Max. Vert. Clear. ft.Legislative District 32A ft.Potential ABC 2 - N/A ft. ft.On - Off System Roadway Width 24.70 ft. Vertical Clearance ft. 0 - OFF Underclearances N Service On 1 - Highway Appr. Surface Width + S A F E T Y F E A T U R E S + 5 - Waterway Bridge Roadway Width 24.7 26.0 ft. Service Under ft. ft.Approach Alignment 6Horizontal Clear. ft. ft. + S T R U C T U R E +Lateral Clearance HCADT ADTT 3Year Built 1940 MN Year Reconstructed Functional Class % Channel 6 Substructure 0 Superstructure 5 ON 2 UNDER 212 YEAR 2008BMU Agreement ADT Structure Evaluation 3If Divided D I M E N S I O N S + Bridge Plan Location 0 - NO PLAN 1/1/1940 Deck Geometry 5 NB-EB SB-WBDate Opened to Traffic + R D W Y FHWA Year Reconstructed MN Temporary Status 09 - Rural - Local Culvert N A P P R A I S A L R A T I N G S ++ N B I County: City: Township: Township:Section:Range: Span Type: NBI Deck:Super:Sub:Chan:Culv: Appraisal Ratings - Approach:Waterway: Required Bridge Signs - Load Posting: Horizntal: Traffic: Vertical: MN Scour Code: Open, Posted, Closed: Location: Route: Control Section: Local Agency Bridge Nbr.: Ref. Pt.: Maint. Area: Length: Deck Width: Rdwy. Area/ Pct. Unsnd: Paint Area/ Pct. Unsnd: Culvert: Hennepin Corcoran 119N13 23W 3 - Steel 2 - Stringer/Multi-beam or Girder 7 5 3 6 N 6 6 2 - Vehicle & Semi (Type R12-5) 1 - Object Markers 0 - Not Required N - Not Applicable J - SCOUR SUSCEPT 0.3 MI W OF JCT CSAH 101 05 - MSAS 113 398 000+00.710 20.0 26.0 495 sq. ft. / % 900 sq. ft. / 95% N/A P - Posted for Load ft. ft. Postings:26 40 40List: MINNESOTA BRIDGE INSPECTION REPORT 07/11/2017 BRIDGE L8077 113(SCHUTTE RD) OVER S FK RUSH CREEK Unofficial Structurally Deficient Y NUnofficial Functionally Obsolete Unofficial Sufficiency Rating 36.9 ELEM NBR ELEMENT NAME INSP. DATE QUANTITY QTY CS 1 QTY CS 2 QTY CS 3 QTY CS 4REPORT TYPE Reinforced Concrete Deck 04/24/2017 520 SF 520 0 0 012Routine 11/16/2016 520 SF 520 0 0 0Update 510 - Wearing Surfaces 520 SF 520 0 0 0 Notes: 10/15/2008: Gravel wear coarse is in good condition, but extra thickness adds dead load to bridge. 5/11/2016: Gravel wear coarse showing some washboarding. Overall no deterioration. 4/24/2017: Gravel wear coarse in good condition. Additional gravel adds extra weight to structure. Routine 04/24/2017 520 SF 520 0 0 0Update11/16/2016 Steel Open Girder/Beam 04/24/2017 220 LF 0 0 220 0107Routine 11/16/2016 220 LF 0 0 220 0Update Notes: 01/17/2008: Fully corroded. Some section loss. 10/15/2008: Monitor exterior beams and all beam ends at abutment faces for further section loss. 5/11/2016: Bottom flange rusted at bearing on all beams. Some beams have approx. 1" height of web above bottom flange rusted (not entirely through but bad). Some section loss and flaking rust. Approximately 5% section loss. 4/24/2017: No significant changes from 2016 inspection. 515 - Steel Protective Coating 1386 SF 0 0 86 1300 Notes: 5/11/2016: Protective coating is pretty well worn off. Steel exposed and rusting. 4/24/2017: No change from 2016. Routine 04/24/2017 1386 SF 0 0 86 1300Update11/16/2016 Reinforced Concrete Abutment 04/24/2017 92 LF 0 0 80 12215Routine 11/16/2016 92 LF 0 0 80 12Update Notes: East abutment has major vertical crack. Reinforcement is visible. 10/15/2008: Major crack and movement at NE corner. Abutment and wingwall separating. Both abutments seem unstable, especially East abutment. 8/13/2014: Northwest abutment is 1" lower that northeast abutment; southwest abutment is 1-1/2" lower that southeast abutment (based on previous water levels under bridge). 5/13/2015: Both abutments scaled and pitted below the waterline. Wingwall notes: Southeast wingwall has crack monitor installed. No movement of crack monitor. The northeast wingwall has moved 5 inches towards the west from the abutment. Wing walls unstable. 10/12/2010: Crack monitor broken and 1/2 gone. No evidence of movement. Added a mark on front and top of wing for future monitoring. 10/22/2011: Crack monitor gone. 2010 cracks not visible. Added mark on top of wing. 5/6/2013: SE wing mark is gone. SE wing appears stable; NE wing unstable. Added marks on top of SE and NE wings. 5/13/2015: All wingwalls scaled and pitted below the waterline. Marks gone. Added chisel markings on top of SE and NE wings to monitor movement. Current gap/opening between SE wing and abutment is 5/16 inches and between NE wing and abutment is 1-15/16 inches. 5/11/2016: All wingwalls scaled and pitted below the waterline. Chisel markings in NE and SE wings still align. NW wingwall has spalling at NW end and SW wingwall has spalling at the joint. 4/24/2017: No change from 2016 inspection. Metal Bridge Railing 04/24/2017 36 LF 0 0 36 0330Routine 11/16/2016 36 LF 0 0 36 0Update Notes: Metal Rail 01/17/2008: Fully Corroded. 10/15/2008: South Rail is bent, rail is sub-standard and too short due to wear coarse thickness. 5/11/2016: No change from 2008 comment. 4/24/2016: No change from 2016 inspection. 515 - Steel Protective Coating 205 SF 0 0 0 205 Notes: Protective coating is in poor shape with very little to no coating remaining. Routine 04/24/2017 205 SF 0 0 0 205Update11/16/2016 Reinforced Concrete Bridge Railing 04/24/2017 8 LF 8 0 0 0331Routine 11/16/2016 8 LF 8 0 0 0Update Notes: Concrete End Posts (part of combination concrete/metal rail) Critical Deficiencies or Safety Hazards 04/24/2017 1 EA 0 0 1 0800Routine 11/16/2016 1 EA 0 0 1 0Update Notes: 5/11/2016: No critical deficiencies discovered during inspection. Guard rails/bridge railings are not adequate height. 4/24/2017: No changes from 2016 inspection. Gravel Approach Roadway 04/24/2017 2 EA 2 0 0 0823Routine 11/16/2016 2 EA 2 0 0 0Update Steel Section Loss 04/24/2017 1 EA 0 0 1 0881Routine 11/16/2016 1 EA 0 0 1 0Update Notes: 10/15/2008: Need to monitor location noted under Element #107. 5/11/2016: See Element #107 for section loss discussion. Substructure Settlement & Movement 04/24/2017 1 EA 0 1 0 0884Routine 11/16/2016 1 EA 0 1 0 0Update Notes: 10/15/2008: Worse movement is rotation of East abutment, translation of NE wingwall. 5/11/2016: No movement seen in reference to chisel marks placed during previous inspection. 4/24/2017: No change from 2016 inspection. Scour 04/24/2017 1 EA 0 1 0 0885Routine 11/16/2016 1 EA 0 1 0 0Update Notes: 10/15/2008: Lack of scour protection at least part of substructure instability. 5/11/2016: No scour protection. Load Posting or Vertical Clearance Signing 04/24/2017 1 EA 1 0 0 0890Routine 11/16/2016 1 EA 1 0 0 0Update Notes: 5/11/2016: Load posting signs at bridge and advance warning signs were posted in November 2013 (Weight Limit: 26 tons single unit truck; 40 tons truck & trailer combination). Other Bridge Signing 04/24/2017 1 EA 1 0 0 0891Routine 11/16/2016 1 EA 1 0 0 0Update Notes: Signs Required: Horizontal Clearance 10/15/2008: SW horizontal clearance sign missing, NE tipping over. 8/13/2014: Weight restriction signs at the bridge and advance warning signs were posted in November 2013 and are now in place (Weight Limit: 26 tons single unit truck; 40 tons truck & trailer combination). Horizontal clearance signs have also been fixed/installed. 5/11/2016: Signs in good condition. 4/24/2017: No change. ELEM NBR ELEMENT NAME INSP. DATE QUANTITY QTY CS 1 QTY CS 2 QTY CS 3 QTY CS 4 BRIDGE L8077 113(SCHUTTE RD) OVER S FK RUSH CREEK REPORT TYPE Slopes & Slope Protection 04/24/2017 1 EA 0 1 0 0892Routine 11/16/2016 1 EA 0 1 0 0Update Notes: 10/15/2008: Some minor erosion around wingwall, no effective protection in front of abutments. 8/13/2014: Recent high water has caused some erosion behind NE wing wall; keep an eye on this and monitor. 5/11/2016: No change. 4/24/2017: No change. Deck & Approach Drainage 04/24/2017 1 EA 1 0 0 0894Routine 11/16/2016 1 EA 1 0 0 0Update Protected Species 04/24/2017 1 EA 1 0 0 0900Routine 11/16/2016 1 EA 1 0 0 0Update Notes: 5/11/2016: No protected species present. General Notes: Inspector's Signature Reviewer's Signature 10/15/2008: Bridge should be scheduled for replacement due to sub-structure instability. 10/10/2009: Inspected by B.Jahn. Repair horizontal clearance sign. 10/12/2010: Inspected by B.Jahn. Repair horizontal clearance sign. 10/22/2011: Inspected by B.Jahn. Repair horizontal clearance sign. 5/6/2013: Inspected by B.Jahn. Repair horizontal clearance sign. 8/13/2014: Inspected by B.Jahn and D.Claridge. Horizontal clearance signs have been repaired/installed. 5/13/2015: Inspected by B.Jahn and D.Claridge. 5/11/2016: Inspected by B.Jahn and M.Heckman. 4/24/2017: Inspected by B.Jahn and M.Heckman. 58. Deck NBI: 36A. Brdg Railings NBI: 36B. Transitions NBI: 36C. Appr Guardrail NBI: 36D. Appr Guardrail Terminal NBI: 59. Superstructure NBI: 60. Substructure NBI: 61. Channel NBI: 62. Culvert NBI: 71. Waterway Adeq NBI: 72. Appr Roadway Alignment NBI: Some minor cracking and spalling. Railing in too short due to wear course thickness. South rail is bent. 5/11/2016: Some section loss in beams with extensive rust on flanges near bearings. Web shows rusting above bottom flange with some section loss. No holes due to rust at this time. 4/24/2017: Extensive rust similar to 2016 inspection. Minor section loss with no areas of significant section loss. 5/11/2016: East abutment has major vertical crack. Reinforcement is visible. Wingwalls pitted below water line. 5/16 gap between abutment and SE wingwall and 1-15/16 gap between abutment and NE wingwall. 4/24/2017: Abutment has not moved further since last inspection. 5/11/2016: No scour protection present. Some erosion behind NE wingwall. 4/24/2017: Slight erosion behind NE wing wall. Minor speed reduction due to slight curve coming into bridge on west side and intersection closely spaced to the west. ELEM NBR ELEMENT NAME INSP. DATE QUANTITY QTY CS 1 QTY CS 2 QTY CS 3 QTY CS 4 BRIDGE L8077 113(SCHUTTE RD) OVER S FK RUSH CREEK REPORT TYPE Pictures 6 Appendix B Minnesota Highway Users Tax Distribution Fund Toll Free: 800-472-2232 Email: wenckmp@wenck.com Web: wenck.com Engineer’s Memo Wenck Associates, Inc. | 1800 Pioneer Creek Center | P.O. Box 249 | Maple Plain, MN 55359-0249 Toll Free 800-472-2232 Main 763-479-4200 Email wenckmp@wenck.com Web wenck.com - To: Brad Martens, City Administrator Kevin Mattson, PE, Public Works Director From: Kent Torve, PE, City Engineer Mark Schroeher,PE, Project Engineer Date: June 6, 2018 Subject: Bid Opening – 2018 Pavement Overlay Council Action Requested Staff is recommending Council authorize a Notice of Award for the 2018 Pavement Overlay project for Larkin Road and Rolling Hills Roads and required testing contract. Bid Results Eight bids were received on June 5, 2018 for the 2018 Pavement Overlay project. Bid results are summarized below and detailed in the attached tabulation. Summary Contractor Base Bid Alternate #1 Total Bid* GMH Asphalt Corp $331,619.20 $242,204.55 $573,823.75 Midwest Asphalt Services, LLC $336,399.99 $242,724.60 $579,124.59 Northwest Asphalt, Inc. $336,833.07 $246,129.20 $582,962.27 Park Construction Company $340,122.81 $250,558.36 $590,681.17 Bituminous Roadways, Inc. $350,120.00 $243,564.60 $593,684.60 Valley Paving Inc. $346,960.43 $266,791.58 $613,752.01 Omann Companies, Inc. $368,478.58 $256,997.56 $625,476.14 Duininck, Inc. $405,434.13 $287,045.88 $692,480.01 The low bidder for both Base Bid and Base Bid + Alternate 1 was GMH Asphalt Corp for $331,619.20 and $573,823.75 respectively. Engineering and construction testing services are estimated to be an additional 5% or $30,000. GMH Asphalt Corp can perform the work and confirmed that they were comfortable with their bid. Award Recommendation We recommend that the project be awarded to GMH Asphalt Corp. for $573,823.75. 11d. BI D T A B U L A T I O N CI T Y O F C O R C O R A N 20 1 8 R O L L I N G H I L L S R D A N D L A R K I N R D O V E R L A Y S. A . P . 2 1 5 - 1 1 5 - 0 0 2 & 2 1 5 - 1 0 3 - 0 0 3 JU N E 5 , 2 0 1 8 LI N E N O . I T E M N O . I T E M U N I T Q U A N T I T Y U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T OT A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E BA S E B I D 1 2 0 2 1 . 5 0 1 M O B I L I Z A T I O N L U M P S U M 1 1 0 , 0 0 0 . 0 0 $ 1 0 , 0 0 0 . 0 0 $ 3 , 0 0 0 . 0 0 $ 3 , 0 0 0 . 0 0 $ 1 0 , 5 0 0 . 0 0 $ 1 0 , 5 0 0 . 0 0 $ 1 0 , 8 0 0 . 0 0 $ 1 0 , 8 0 0 . 0 0 $ 1 0 , 8 0 0 . 0 0 $ 1 0 , 8 0 0 . 0 0 $ 1 6 , 2 5 0 . 0 0 $ 1 6 , 2 5 0 . 0 0 $ 5,000.00$ 5,000.00$ 16,745.00$ 16,745.00$ 26,000.00$ 26,000.00$ 2 2 1 0 4 . 5 0 4 R E M O V E B I T U M I N O U S P A V E M E N T S Q Y D 2 5 0 1 0 . 0 0 $ 2 , 5 0 0 . 0 0 $ 5 . 0 0 $ 1 , 2 5 0 . 0 0 $ 1 6 . 0 0 $ 4 , 0 0 0 . 0 0 $ 6 . 0 0 $ 1 , 5 0 0 . 0 0 $ 1 3 . 1 0 $ 3 , 2 7 5 . 0 0 $ 7 . 1 0 $ 1 , 7 7 5 . 0 0 $ 8.50$ 2,125.00$ 23.00$ 5,750.00$ 16.00$ 4,000.00$ 3 2 1 0 4 . 5 0 3 S A W I N G B I T U M I N O U S P A V E M E N T ( F U L L D E P T H ) L I N F T 3 8 4 5 . 0 0 $ 1 , 9 2 0 . 0 0 $ 1 . 0 0 $ 3 8 4 . 0 0 $ 3 . 1 5 $ 1 , 2 0 9 . 6 0 $ 3 . 5 0 $ 1 , 3 4 4 . 0 0 $ 2 . 0 0 $ 7 6 8 . 0 0 $ 3 . 9 0 $ 1 , 4 9 7 . 6 0 $ 2.55$ 979.20$ 2.00$ 768.00$ 2.90$ 1,113.60$ 4 2 1 0 5 . 5 0 7 C O M M O N E X C A V A T I O N C U Y D 1 0 5 1 5 . 0 0 $ 1 , 5 7 5 . 0 0 $ 2 0 . 0 0 $ 2 , 1 0 0 . 0 0 $ 3 3 . 0 0 $ 3 , 4 6 5 . 0 0 $ 2 2 . 0 0 $ 2 , 3 1 0 . 0 0 $ 3 1 . 5 0 $ 3 , 3 0 7 . 5 0 $ 3 6 . 5 0 $ 3 , 8 3 2 . 5 0 $ 50.00$ 5,250.00$ 2.00$ 210.00$ 59.30$ 6,226.50$ 5 2 1 1 8 . 5 0 9 A G G R E G A T E S U R F A C I N G C L A S S 2 T O N 2 4 2 2 0 . 0 0 $ 4 , 8 4 0 . 0 0 $ 3 0 . 0 0 $ 7 , 2 6 0 . 0 0 $ 4 0 . 0 0 $ 9 , 6 8 0 . 0 0 $ 2 4 . 5 0 $ 5 , 9 2 9 . 0 0 $ 3 5 . 7 0 $ 8 , 6 3 9 . 4 0 $ 2 7 . 7 5 $ 6 , 7 1 5 . 5 0 $ 38.50$ 9,317.00$ 46.95$ 11,361.90$ 41.30$ 9,994.60$ 6 2 2 1 1 . 5 0 9 A G G R E G A T E B A S E C L A S S 5 T O N 1 9 0 2 0 . 0 0 $ 3 , 8 0 0 . 0 0 $ 1 1 . 0 0 $ 2 , 0 9 0 . 0 0 $ 2 3 . 5 0 $ 4 , 4 6 5 . 0 0 $ 1 8 . 4 2 $ 3 , 4 9 9 . 8 0 $ 2 4 . 2 0 $ 4 , 5 9 8 . 0 0 $ 1 9 . 0 0 $ 3 , 6 1 0 . 0 0 $ 30.75$ 5,842.50$ 30.00$ 5,700.00$ 38.15$ 7,248.50$ 7 2 2 3 2 . 5 0 4 M I L L B I T U M I N O U S S U R F A C E S Q Y D 3 3 5 3 . 0 0 $ 1 , 0 0 5 . 0 0 $ 1 5 . 0 0 $ 5 , 0 2 5 . 0 0 $ 1 3 . 0 0 $ 4 , 3 5 5 . 0 0 $ 9 . 0 0 $ 3 , 0 1 5 . 0 0 $ 4 . 6 5 $ 1 , 5 5 7 . 7 5 $ 1 3 . 5 0 $ 4 , 5 2 2 . 5 0 $ 5.50$ 1,842.50$ 13.30$ 4,455.50$ 29.30$ 9,815.50$ 8 2 3 5 7 . 5 0 6 B I T U M I N O U S M A T E R I A L F O R T A C K C O A T G A L 2 , 9 3 3 3 . 0 0 $ 8 , 7 9 9 . 0 0 $ 0 . 0 1 $ 2 9 . 3 3 $ 2 . 0 0 $ 5 , 8 6 6 . 0 0 $ 2 . 5 5 $ 7 , 4 7 9 . 1 5 $ 1 . 9 0 $ 5 , 5 7 2 . 7 0 $ 3 . 2 0 $ 9 , 3 8 5 . 6 0 $ 1.50$ 4,399.50$ 2.88$ 8,447.04$ 2.55$ 7,479.15$ 9 2 3 6 0 . 5 0 9 T Y P E S P 4 . 7 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - L E V E L I N G T O N 1 , 3 9 3 6 5 . 0 0 $ 9 0 , 5 4 5 . 0 0 $ 7 2 . 5 3 $ 1 0 1 , 0 3 4 . 2 9 $ 6 9 . 0 0 $ 9 6 , 1 1 7 . 0 0 $ 7 2 . 3 7 $ 1 0 0 , 8 1 1 . 4 1 $ 7 8 . 9 0 $ 1 0 9 , 9 0 7 . 7 0 $ 7 4 . 5 0 $ 1 0 3 , 7 7 8 . 5 0 $ 76.12$ 106,035.16$ 79.84$ 111,217.12$ 83.75$ 116,663.75$ 10 2 3 6 0 . 5 0 9 T Y P E S P 9 . 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - O V E R L A Y T O N 2 , 7 8 5 5 5 . 0 0 $ 1 5 3 , 1 7 5 . 0 0 $ 6 8 . 9 1 $ 1 9 1 , 9 1 4 . 3 5 $ 6 4 . 0 0 $ 1 7 8 , 2 4 0 . 0 0 $ 6 7 . 4 3 $ 1 8 7 , 7 9 2 . 5 5 $ 6 4 . 4 0 $ 1 7 9 , 3 5 4 . 0 0 $ 6 1 . 0 0 $ 1 6 9 , 8 8 5 . 0 0 $ 67.46$ 187,876.10$ 66.38$ 184,868.30$ 71.00$ 197,735.00$ 11 2 3 6 0 . 5 0 9 T Y P E S P 9 . 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - P A T C H T O N 6 0 9 0 . 0 0 $ 5 , 4 0 0 . 0 0 $ 1 2 0 . 0 0 $ 7 , 2 0 0 . 0 0 $ 1 2 3 . 0 0 $ 7 , 3 8 0 . 0 0 $ 9 8 . 3 0 $ 5 , 8 9 8 . 0 0 $ 9 8 . 7 0 $ 5 , 9 2 2 . 0 0 $ 1 6 5 . 0 0 $ 9 , 9 0 0 . 0 0 $ 115.00$ 6,900.00$ 150.00$ 9,000.00$ 215.00$ 12,900.00$ 12 2 5 6 3 . 6 0 1 T R A F F I C C O N T R O L L U M P S U M 1 2 , 5 0 0 . 0 0 $ 2 , 5 0 0 . 0 0 $ 3 , 5 0 0 . 0 0 $ 3 , 5 0 0 . 0 0 $ 5 , 5 0 0 . 0 0 $ 5 , 5 0 0 . 0 0 $ 1 , 0 0 0 . 0 0 $ 1 , 0 0 0 . 0 0 $ 9 6 9 . 0 0 $ 9 6 9 . 0 0 $ 8 , 8 1 4 . 0 0 $ 8 , 8 1 4 . 0 0 $ 1,750.00$ 1,750.00$ 4,500.00$ 4,500.00$ 3,000.00$ 3,000.00$ 13 2 5 8 2 . 5 0 3 4 " S O L I D L I N E M U L T I - C O M P O N E N T L I N F T 1 5 , 1 2 3 0 . 6 0 $ 9 , 0 7 3 . 8 0 $ 0 . 4 1 $ 6 , 2 0 0 . 4 3 $ 0 . 3 3 $ 4 , 9 9 0 . 5 9 $ 0 . 3 2 $ 4 , 8 3 9 . 3 6 $ 0 . 3 2 $ 4 , 8 3 9 . 3 6 $ 0 . 6 0 $ 9 , 0 7 3 . 8 0 $ 0.57$ 8,620.11$ 0.32$ 4,839.36$ 0.11$ 1,663.53$ 14 2 5 8 2 . 5 0 3 4 " B R O K E N L I N E M U L T I - C O M P O N E N T L I N F T 1 , 3 4 0 0 . 6 0 $ 8 0 4 . 0 0 $ 0 . 3 3 $ 4 4 2 . 2 0 $ 0 . 3 3 $ 4 4 2 . 2 0 $ 0 . 3 2 $ 4 2 8 . 8 0 $ 0 . 3 2 $ 4 2 8 . 8 0 $ 0 . 6 0 $ 8 0 4 . 0 0 $ 0.57$ 763.80$ 0.32$ 428.80$ 1.10$ 1,474.00$ 15 2 5 8 2 . 5 0 3 2 4 " S O L I D L I N E M U L T I - C O M P O N E N T L I N F T 1 2 1 0 . 0 0 $ 1 2 0 . 0 0 $ 1 5 . 8 0 $ 1 8 9 . 6 0 $ 1 5 . 8 0 $ 1 8 9 . 6 0 $ 1 5 . 5 0 $ 1 8 6 . 0 0 $ 1 5 . 3 0 $ 1 8 3 . 6 0 $ 2 3 . 0 0 $ 2 7 6 . 0 0 $ 21.63$ 259.56$ 15.63$ 187.56$ 10.00$ 120.00$ TO T A L B A S E B I D LI N E N O . I T E M N O . I T E M U N I T Q U A N T I T Y U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T OT A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E U N I T P R I C E T O T A L P R I C E AL T E R N A T E 1 16 2 0 2 1 . 5 0 1 M O B I L I Z A T I O N L U M P S U M 1 1 0 , 0 0 0 . 0 0 $ 1 0 , 0 0 0 . 0 0 $ 1 , 7 5 0 . 0 0 $ 1 , 7 5 0 . 0 0 $ 4 , 0 0 0 . 0 0 $ 4 , 0 0 0 . 0 0 $ 8 , 5 0 0 . 0 0 $ 8 , 5 0 0 . 0 0 $ 8 , 8 7 0 . 0 0 $ 8 , 8 7 0 . 0 0 $ 1 1 , 5 0 0 . 0 0 $ 1 1 , 5 0 0 . 0 0 $ 4,000.00$ 4,000.00$ 7,700.00$ 7,700.00$ 10,000.00$ 10,000.00$ 17 2 1 0 4 . 5 0 4 R E M O V E B I T U M I N O U S P A V E M E N T S Q Y D 1 1 0 1 0 . 0 0 $ 1 , 1 0 0 . 0 0 $ 5 . 0 0 $ 5 5 0 . 0 0 $ 1 8 . 0 0 $ 1 , 9 8 0 . 0 0 $ 6 . 0 0 $ 6 6 0 . 0 0 $ 1 3 . 1 0 $ 1 , 4 4 1 . 0 0 $ 1 0 . 0 0 $ 1 , 1 0 0 . 0 0 $ 11.50$ 1,265.00$ 23.00$ 2,530.00$ 16.25$ 1,787.50$ 18 2 1 0 4 . 5 0 3 S A W I N G B I T U M I N O U S P A V E M E N T ( F U L L D E P T H ) L I N F T 1 0 8 5 . 0 0 $ 5 4 0 . 0 0 $ 1 . 0 0 $ 1 0 8 . 0 0 $ 3 . 1 5 $ 3 4 0 . 2 0 $ 3 . 5 0 $ 3 7 8 . 0 0 $ 2 . 0 0 $ 2 1 6 . 0 0 $ 4 . 0 0 $ 4 3 2 . 0 0 $ 2.55$ 275.40$ 2.00$ 216.00$ 2.85$ 307.80$ 19 2 1 0 5 . 5 0 7 C O M M O N E X C A V A T I O N C U Y D 3 0 1 5 . 0 0 $ 4 5 0 . 0 0 $ 3 0 . 0 0 $ 9 0 0 . 0 0 $ 4 2 . 0 0 $ 1 , 2 6 0 . 0 0 $ 2 4 . 0 0 $ 7 2 0 . 0 0 $ 3 1 . 5 0 $ 9 4 5 . 0 0 $ 3 6 . 5 0 $ 1 , 0 9 5 . 0 0 $ 50.00$ 1,500.00$ 10.00$ 300.00$ 92.85$ 2,785.50$ 20 2 1 1 8 . 5 0 9 A G G R E G A T E S U R F A C I N G C L A S S 2 T O N 8 9 2 2 0 . 0 0 $ 1 7 , 8 4 0 . 0 0 $ 3 0 . 0 0 $ 2 6 , 7 6 0 . 0 0 $ 3 4 . 5 0 $ 3 0 , 7 7 4 . 0 0 $ 2 4 . 5 0 $ 2 1 , 8 5 4 . 0 0 $ 3 5 . 7 0 $ 3 1 , 8 4 4 . 4 0 $ 2 1 . 0 0 $ 1 8 , 7 3 2 . 0 0 $ 36.85$ 32,870.20$ 37.35$ 33,316.20$ 35.60$ 31,755.20$ 21 2 2 1 1 . 5 0 9 A G G R E G A T E B A S E C L A S S 5 T O N 5 5 2 0 . 0 0 $ 1 , 1 0 0 . 0 0 $ 1 1 . 0 0 $ 6 0 5 . 0 0 $ 2 6 . 0 0 $ 1 , 4 3 0 . 0 0 $ 1 8 . 4 2 $ 1 , 0 1 3 . 1 0 $ 2 4 . 2 0 $ 1 , 3 3 1 . 0 0 $ 2 2 . 0 0 $ 1 , 2 1 0 . 0 0 $ 31.25$ 1,718.75$ 30.00$ 1,650.00$ 55.40$ 3,047.00$ 22 2 2 3 2 . 5 0 4 M I L L B I T U M I N O U S S U R F A C E S Q Y D 8 2 3 . 0 0 $ 2 4 6 . 0 0 $ 1 7 . 0 0 $ 1 , 3 9 4 . 0 0 $ 1 5 . 5 0 $ 1 , 2 7 1 . 0 0 $ 1 1 . 0 0 $ 9 0 2 . 0 0 $ 4 . 6 5 $ 3 8 1 . 3 0 $ 1 3 . 5 0 $ 1 , 1 0 7 . 0 0 $ 8.00$ 656.00$ 13.30$ 1,090.60$ 43.95$ 3,603.90$ 23 2 3 5 7 . 5 0 6 B I T U M I N O U S M A T E R I A L F O R T A C K C O A T G A L 1 , 6 3 3 3 . 0 0 $ 4 , 8 9 9 . 0 0 $ 0 . 0 1 $ 1 6 . 3 3 $ 2 . 0 0 $ 3 , 2 6 6 . 0 0 $ 2 . 5 5 $ 4 , 1 6 4 . 1 5 $ 2 . 1 5 $ 3 , 5 1 0 . 9 5 $ 3 . 2 0 $ 5 , 2 2 5 . 6 0 $ 1.50$ 2,449.50$ 2.88$ 4,703.04$ 2.55$ 4,164.15$ 24 2 3 6 0 . 5 0 9 T Y P E S P 9 . 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - O V E R L A Y T O N 2 , 2 1 4 5 5 . 0 0 $ 1 2 1 , 7 7 0 . 0 0 $ 6 8 . 9 1 $ 1 5 2 , 5 6 6 . 7 4 $ 6 4 . 0 0 $ 1 4 1 , 6 9 6 . 0 0 $ 6 8 . 4 5 $ 1 5 1 , 5 4 8 . 3 0 $ 6 5 . 3 0 $ 1 4 4 , 5 7 4 . 2 0 $ 6 2 . 0 0 $ 1 3 7 , 2 6 8 . 0 0 $ 68.47$ 151,592.58$ 66.38$ 146,965.32$ 71.00$ 157,194.00$ 25 2 3 6 0 . 5 0 9 T Y P E S P 9 . 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - L E V E L I N G T O N 6 4 4 6 5 . 0 0 $ 4 1 , 8 6 0 . 0 0 $ 7 0 . 8 2 $ 4 5 , 6 0 8 . 0 8 $ 6 9 . 0 0 $ 4 4 , 4 3 6 . 0 0 $ 7 3 . 8 9 $ 4 7 , 5 8 5 . 1 6 $ 7 6 . 1 0 $ 4 9 , 0 0 8 . 4 0 $ 6 2 . 5 0 $ 4 0 , 2 5 0 . 0 0 $ 81.39$ 52,415.16$ 70.00$ 45,080.00$ 85.00$ 54,740.00$ 26 2 3 6 0 . 5 0 9 T Y P E S P 9 . 5 W E A R I N G C O U R S E M I X T U R E ( 2 , B ) - P A T C H T O N 2 5 9 0 . 0 0 $ 2 , 2 5 0 . 0 0 $ 1 5 0 . 0 0 $ 3 , 7 5 0 . 0 0 $ 1 2 3 . 0 0 $ 3 , 0 7 5 . 0 0 $ 1 0 5 . 9 0 $ 2 , 6 4 7 . 5 0 $ 9 8 . 7 0 $ 2 , 4 6 7 . 5 0 $ 1 6 5 . 0 0 $ 4 , 1 2 5 . 0 0 $ 115.00$ 2,875.00$ 150.00$ 3,750.00$ 217.75$ 5,443.75$ 27 2 5 6 3 . 6 0 1 T R A F F I C C O N T R O L L U M P S U M 1 2 , 5 0 0 . 0 0 $ 2 , 5 0 0 . 0 0 $ 3 , 0 0 0 . 0 0 $ 3 , 0 0 0 . 0 0 $ 4 , 0 0 0 . 0 0 $ 4 , 0 0 0 . 0 0 $ 1 , 0 0 0 . 0 0 $ 1 , 0 0 0 . 0 0 $ 9 6 9 . 0 0 $ 9 6 9 . 0 0 $ 7 , 3 4 8 . 0 0 $ 7 , 3 4 8 . 0 0 $ 1,750.00$ 1,750.00$ 4,500.00$ 4,500.00$ 2,000.00$ 2,000.00$ 28 2 5 8 2 . 5 0 3 4 " D O U B L E S O L I D L I N E M U L T I - C O M P O N E N T L I N F T 3 , 9 4 1 2 . 0 0 $ 7 , 8 8 2 . 0 0 $ 0 . 4 4 $ 1 , 7 3 4 . 0 4 $ 0 . 4 4 $ 1 , 7 3 4 . 0 4 $ 0 . 4 3 $ 1 , 6 9 4 . 6 3 $ 0 . 4 3 $ 1 , 6 9 4 . 6 3 $ 1 . 2 0 $ 4 , 7 2 9 . 2 0 $ 1.13$ 4,453.33$ 0.44$ 1,734.04$ 2.00$ 7,882.00$ 29 2 5 8 2 . 5 0 3 4 " S O L I D L I N E M U L T I - C O M P O N E N T L I N F T 1 5 , 1 2 8 0 . 6 0 $ 9 , 0 7 6 . 8 0 $ 0 . 2 2 $ 3 , 3 2 8 . 1 6 $ 0 . 2 2 $ 3 , 3 2 8 . 1 6 $ 0 . 2 2 $ 3 , 3 2 8 . 1 6 $ 0 . 2 1 $ 3 , 1 7 6 . 8 8 $ 0 . 6 0 $ 9 , 0 7 6 . 8 0 $ 0.57$ 8,622.96$ 0.22$ 3,328.16$ 0.11$ 1,664.08$ 30 2 5 8 2 . 5 0 3 4 " B R O K E N L I N E M U L T I - C O M P O N E N T L I N F T 6 1 0 0 . 6 0 $ 3 6 6 . 0 0 $ 0 . 2 2 $ 1 3 4 . 2 0 $ 0 . 2 2 $ 1 3 4 . 2 0 $ 0 . 2 2 $ 1 3 4 . 2 0 $ 0 . 2 1 $ 1 2 8 . 1 0 $ 0 . 6 0 $ 3 6 6 . 0 0 $ 0.57$ 347.70$ 0.22$ 134.20$ 1.10$ 671.00$ TO T A L A L T E R N A T E 1 B I D TO T A L B A S E B I D A N D A L T E R N A T E 1 B I D Mi c h a e l B P f e i f f e r , P r e s i d e n t K e n t P e t e r s o n , C E O No r t h w e s t A s p h a l t , I n c . B i t u m i n o u s R o a d w a y s , I n c . 14 5 1 S t a g e c o a c h R o a d 1 5 2 0 C o m m e r c e D r i v e Sh o k o p e e , M N 5 5 3 7 9 M e n d o t a H e i g h t s , M N 5 5 1 2 0 GM H A S P H A L T CO R P O R A T I O N BI T U M I N O U S R O A D W A Y S , INC 350,120.00 $ GM H A S P H A L T CO R P O R A T I O N BI T U M I N O U S R O A D W A Y S , INC RO L L I N G H I L L S R D S . A . P . 2 1 5 - 1 1 5 - 0 0 2 ( A L T E R N A T E 1 ) Kelly Omann, President Omann Contracting Companies, Inc.6551 LaBeaux Ave NE Albertville, MN 55301P.O. Box 120 Br a n d o n B u t o r a c , V i c e P r e s i d e n t GM H A s p h a l t C o r p 91 8 0 L a k e t o w n R o a d Ch a s k a , M N 5 5 3 1 8 Ma t t h e w T i m m e r s , V i c e P r e s i d e n t Mi d w e s t A s p h a l t S e r v i c e s , L L C 63 4 0 I n d u s t r i a l D r Ed e n P r a i r i e , M N 5 5 3 4 6 Kristopher Duininck, Vice President Duininck, Inc.408 6th Street Prinsburg, MN 56281 Ch a r l e s B o r e n e , V i c e P r e s i d e n t Pa r k C o n s t r u c t i o n C o m p a n y 14 8 1 8 1 s t A v e N E Mi n n e a p o l i s , M N 5 5 4 3 2 Brent Carron, Vice President Valley Paving Inc.8800 13th Ave E Shakopee, MN 55379625,476.14$ 613,752.01$ 59 0 , 6 8 1 . 1 7 $ 692,480.01$ 57 9 , 1 2 4 . 5 9 $ 593,684.60 $ OMANN CONTRACTING COMPANIES INC.266,791.58$ 25 0 , 5 5 8 . 3 6 $ 287,045.88$ 24 2 , 7 2 4 . 6 0 $ 24 2 , 2 0 4 . 5 5 $ 256,997.56$ VALLEY PAVING INC. PA R K C O N S T R U C T I O N CO M P A N Y DUININCK, INC. MI D W E S T A S P H A L T SE R V I C E S , L L C 243,564.60 $ VALLEY PAVING INC. PA R K C O N S T R U C T I O N CO M P A N Y DUININCK, INC. MI D W E S T A S P H A L T SE R V I C E S , L L C 34 0 , 1 2 2 . 8 1 $ 405,434.13$ 33 6 , 3 9 9 . 9 9 $ 33 1 , 6 1 9 . 2 0 $ 368,478.58$ 22 1 , 8 7 9 . 8 0 $ 24 6 , 1 2 9 . 2 0 $ 51 7 , 9 3 6 . 6 0 $ 58 2 , 9 6 2 . 2 7 $ 57 3 , 8 2 3 . 7 5 $ EN G I N E E R ' S E S T I M A T E NO R T H W E S T A S P H A L T , IN C . EN G I N E E R ' S E S T I M A T E NO R T H W E S T A S P H A L T , IN C . 29 6 , 0 5 6 . 8 0 $ 33 6 , 8 3 3 . 0 7 $ LA R K I N R D S . A . P . 2 1 5 - 1 0 3 - 0 0 3 ( B A S E ) OMANN CONTRACTING COMPANIES INC.346,960.43$ STAFF REPORT Agenda Item 11e. Council Meeting: June 14, 2018 Prepared By: Kevin Mattson Topic: City Park Irrigation Plan Action Required: Approval Summary: The City received notice from the Northwest Jaycees that they plan to donate funding for an irrigation system for the Meister Field Improvements project. The irrigation system will provide an improved surface condition of the athletic field and reduce the seeding establishment period required before resuming field activities. The irrigation work is scheduled to begin in late June with the final ballfield restoration to follow. In addition, a new drinking fountain, serviced by the city’s new downtown water system, is planned for installation later this summer as part of the improvement project. The Parks and Trails Commission has recommended acceptance of the donation and approval of the irrigation improvements. Staff is requesting that the Council approve the irrigation improvements for Meister Field. Financial/Budget: The estimated cost of the irrigation system and associated booster pump is $16,535 which will be covered by the donation from the Northwest Jaycees. Other incidental costs for electrical power supply and the water connection will be covered by remaining project funds and the 2018 park budget expenses. Alignment with Values: This item relates to the following adopted values: Community Pride and Partnership We believe in creating a strong sense of community through partnerships with civic organizations, school districts, and local businesses. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Council Action: Approve the irrigation improvements for Meister Field. Attachments: None STAFF REPORT Agenda Item 11f. Council Meeting: June 14, 2018 Prepared By: Brad Martens, Kevin Mattson Topic: Joint Powers Agreement –Brockton Lane Action Required: Approval Summary: Brockton Lane is located at the Corcoran/Maple Grove border immediately east of Lions Park. This road has been jointly managed by both cities, however, it will need to be improved due to development taking place. While development will pay for the improvements, both cities wish to clarify responsibilities for long-term maintenance and future roadway improvements. The agreement refers to South Brockton Lane and North Brockton Lane. • South Brockton Lane is the portion that already exists east of Lions Park. This section is to be improved through development and maintained by Maple Grove. • North Brockton Lane is a future road that will travel north of County Road 10 in the same north/south alignment. This will be improved through development and be maintained by Corcoran. Staff has negotiated the agreement and finds the terms favorable. Additionally, the City Attorney has reviewed the agreement and finds it acceptable. Financial/Budget: Maintenance as defined in the agreement will be the responsibility of each party on their respective portion of the road. North Brockton Lane does not currently exist so no costs will be incurred until that section of road is developed in the future. Alignment with Values: This item relates to the following adopted values: Efficient and Effective Service Delivery We believe providing services to residents and businesses in an efficient and effective manner makes government easier to work with and creates a business friendly environment. Fiscal Responsibility We believe that the prudent stewardship and opportunistic investment of public funds is essential for confidence in government and to position the City for future success. Responsible Decision Making We believe it is the responsibility of the City to address difficult issues now in order to avoid larger more difficult issues in the future. Options: 1. Approve the Joint Powers Agreement 2. Send back to staff for further review. Recommendation: Approve the Joint Powers Agreement Council Action: Approve the Joint Powers Agreement between the City of Corcoran and the City of Maple Grove. Attachments: 1. Site Map 2. Joint Powers Agreement 1 JOINT POWERS AGREEMENT THIS JOINT POWERS AGREEMENT (the “Agreement”) is made on ______________, 2018 (the “Effective Date”) by and between the City of Maple Grove, a Minnesota municipal corporation (“Maple Grove”), and the City of Corcoran, a Minnesota municipal corporation (“Corcoran”; Maple Grove and Corcoran sometimes referred to individually as a “Member” or collectively as “Members”). WHEREAS, that portion of the existing Brockton Lane south of Bass Lake Road, including its connection to County State Aid Highway 101 (currently identified as 70th Street), is located partially in Maple Grove and Corcoran (“South Brockton Lane”) as depicted on Exhibit 1; and WHEREAS, that portion of the future Brockton Lane north of Bass Lake Road for a distance of approximately 300 feet (or at the future intersection of a connecting Maple Grove street, including the full intersection) is located entirely in Corcoran (“North Brockton Lane”); and WHEREAS, South Brockton Lane is currently improved as a two lane public right-of- way; and WHEREAS, North Brockton Lane currently does not exist; and WHEREAS, there is a desire by the Members to agree on the joint use, improvement, construction and maintenance of Brockton Lane; and WHEREAS, each Member to this Agreement has determined that it is in the best interests of their respective communities to enter into this Agreement; and WHEREAS, the Members are authorized pursuant to Minn. Stat. §471.59 to enter into agreements providing for the joint and cooperative exercise of powers common to them. NOW, THEREFORE, in consideration of the mutual understandings and agreements hereafter set forth, the Members agree as follows: ARTICLE I Recitals 1.1 Incorporation. The above Recitals are a material part of this Agreement and are incorporated herein. ARTICLE II Purpose and Term 2 2.1 Purpose. The purpose of this Agreement is to provide for the joint use and construction and maintenance responsibilities of Brockton Lane in accordance with the terms and conditions herein. 2.2 Term. The term of this Agreement shall be commence on the Effective Date in perpetuity (“Term”), unless earlier terminated as provided for herein. ARTICLE III South Brockton Lane 3.1 Corcoran Land Control. Corcoran has sufficient control of South Brockton Lane and land adjacent thereto that allows for the improvement to South Brockton Lane as contemplated in the South Brockton Lane Plans (defined below) consisting of a 66-foot right-of- way as depicted, and not necessarily parallel to or in equal parts about the corporate boundary. This control is in the form of easements, which easement types and areas are shown on attached Exhibit 2. 3.2 South Brockton Lane Plans. Maple Grove shall prepare plans for the improvement of South Brockton Lane consisting of, among other things, a two-lane, 36-foot wide roadway from face of curb to face of curb with parking permitted on both sides, and a sidewalk on the east side of the roadway (“South Brockton Lane Plans”). Maple Grove staff, consultants and agents shall consult and coordinate with Corcoran staff, consultants and agents throughout the process of preparing the South Brockton Lane Plans. Upon completion, Maple Grove shall submit the South Brockton Lane Plans to Corcoran for its review and approval, which approval shall not be unreasonably withheld or delayed. 3.3 Construction. Maple Grove shall be the lead agency in constructing the improvement of South Brockton Lane per the South Brockton Lane Plans (“Project”). The cost of the construction shall be paid by Maple Grove. The Members shall coordinate and cooperate with all agencies with interest in and jurisdiction over the Project, for the purposes of design and obtaining approvals necessary to construct the Project. Following receipt of all necessary approvals from governing jurisdictions and preparation of the South Brockton Lane Plans, Maple Grove shall advertise for and receive bids for the Project in a manner determined appropriate by Maple Grove. Maple Grove shall prepare all construction contract documents (“Contract Documents”). Upon receipt of the bid tabulations, Maple Grove shall exercise its discretion in awarding the contract, but shall reserve the right to reject all bids. Maple Grove shall administer the Contract Documents for the Project and shall use its best efforts to ensure that the Project is completed in a reasonably efficient manner. Provided, however, that Maple Grove shall not be responsible or liable for any delays in construction, Project failure or failure of the Project to meet design or contract standards. 3.4 Maintenance; Regulation. After completion of the Project, Maple Grove shall be responsible for the Routine Maintenance of South Brockton Lane. For purposes of this Agreement, “Routine Maintenance” shall include, but shall not be limited to, snow plowing, street sweeping, pot hole patching, crack sealing, seal coating, traffic control signage and pavement marking, repair and cleaning of storm sewers, and boulevard landscape maintenance 3 (including, but not limited to, mowing and tree trimming). In the event Maple Grove and Corcoran agree, which agreement shall not be unreasonably withheld or delayed, that reconstruction or other major maintenance of South Brockton Lane is necessary the Members will share the costs in a manner to be negotiated in good faith prior to commencement of reconstruction or other major maintenance. Any proposed modifications to the regulatory framework of South Brockton Lane, including, but not limited to, traffic control, speed limits and parking, shall not be implemented without mutual agreement by the Members, which agreement shall not be unreasonably withheld or delayed. Members will be jointly responsible for the regulation of South Brockton Lane in the same manner as other public right-of-ways within their respective jurisdiction. 3.5 Usage. Both Maple Grove and Corcoran and the general public shall have the right to use South Brockton Lane in a manner consistent with any other similar public right-of- way. 3.6 Access. Members shall be allowed public access to South Brockton Lane at locations agreed upon by the Members, which agreement shall not be unreasonably withheld or delayed. Further, private access locations to South Brockton Lane shall be at locations agreed upon by the Members, which agreement shall not be unreasonably withheld or delayed. ARTICLE IV North Brockton Lane 4.1 Construction; Maintenance; Regulation. No improvements are planned to North Brockton Lane at this time; however, it is understood that future North Brockton Lane should at a minimum consist of one through lane in each direction with a sidewalk on the east side of the roadway. Any future improvements are subject to the approvals of the Members, which approval shall not be unreasonably withheld or delayed and shall address, among other things, plan preparation, construction responsibility, and cost sharing after good faith negotiation between the Members. If it is agreed upon that a Member be responsible for administering the applicable contract documents for such an improvement project, that Member shall use its best efforts to ensure that the project is completed in a reasonably efficient manner. Provided, however, that Member shall not be responsible or liable for any delays in construction, project failure, or failure of the project to meet design or contract standards. Corcoran shall be responsible for the Routine Maintenance of the future North Brockton Lane. In the event Maple Grove and Corcoran agree, which agreement shall not be unreasonably withheld or delayed, that reconstruction or other major maintenance of North Brockton Lane is necessary the Members will share the costs in a manner to be negotiated in good faith prior to commencement of reconstruction or other major maintenance. Any proposed modifications to the regulatory framework of South Brockton Lane, including, but not limited to, traffic control, speed limits and parking, shall not be implemented without mutual agreement by the Members, which agreement shall not be unreasonably withheld or delayed. Members will be jointly responsible for the regulation of South Brockton Lane in the same manner as other public right-of-ways within their respective jurisdiction. 4 4.2 Usage. Once constructed, both Maple Grove and Corcoran and the general public shall have the right to use North Brockton Lane in a manner consistent with any other similar public right-of-way. 4.3 Control and Access. Members shall be allowed public access to North Brockton Lane at locations agreed upon by the Members, which agreement shall not be unreasonably withheld or delayed. Further, private access locations to North Brockton Lane shall be at locations agreed upon by the Members, which agreement shall not be unreasonably withheld or delayed. ARTICLE V Insurance, Liability and Indemnification 5.1 Insurance. Each Member shall maintain its own insurance covering its minimum tort levels in amounts provided for in Minn. Stat. §§466.02 and 466.04, as amended. 5.2 No Waiver. Nothing in this Agreement is intended or should be construed in any manner as a waiver of any Member’s immunities or tort limits contained in Minn. Stat. ch. 466. 5.3 Liability. Pursuant to Minn. Stat. § 471.59, subd. 1a(a), as amended, this Agreement is intended to be and shall be construed as a “cooperative activity” and it is the intent of the Members that they shall be deemed a “single governmental unit” for the purposes of liability; provided, however, that each Member expressly declines responsibility for the acts or omissions of the other Member. Nothing in this Agreement shall be construed to waive or limit any immunity from, or limitation on, the liability of either Member as provided by law. 5.4 Indemnification. Subject to the limitations, immunities and defenses in Minn. Stat. ch. 466, each Member shall defend, indemnify and hold harmless the other Members and their officers, agents and employees from and against any and all liability, loss, damages, costs and expenses which it or its officers, employees or agents may hereafter sustain, incur or be required to pay arising out of or resulting from the performance of this Agreement, provided that any such claim, damage, loss or expense is caused by any negligent acts or omissions of the indemnifying Member or its employees, agents or any other person or entity for whose actions it may be liable. ARTICLE VI Dispute Resolution 6.1 Dispute Resolution. In the event the Members are unable to reach agreement regarding interpretation of their rights and obligations under this Agreement, the disagreeing Members shall participate in non-binding mediation pursuant to the Minnesota Civil Mediation Act, as amended (currently codified in Minn. Stat. §572.31-572.40) prior to initiating any other form of dispute resolution, including legal action. The complaining Member shall select a mediator, who shall be a disinterested third party with professional training in alternative dispute resolution that is subject to the review and approval of the non-complaining Member, and shall submit a notice of mediation to the non-complaining Member setting forth the name of the 5 mediator and a brief description of the dispute. The place of mediation shall be at the offices of the complaining Member, unless otherwise mutually agreed upon by the Members. Mediation shall commence within fifteen (15) days after receipt of notice under this Article. The approval of the mediator by the non-complaining Member shall not be unreasonably withheld or delayed. ARTICLE VII Default and Termination 7.1 Events of Default. The following shall constitute events of default of this Agreement (“Events of Default”): Failure to comply with any of the terms and conditions of this Agreement, which failure continues for thirty (30) days after written notice from the non-defaulting Member. 7.2 Remedies Upon Events of Default. Upon the occurrence of any or all of the Events of Default by either Member, the non-defaulting Member may bring legal action to enforce the terms hereof, but the Members shall not be entitled to damages of any kind, including, but not limited to, attorneys’ fees. Prior to initiating any legal action, the Members shall attempt, in good faith, to negotiate a settlement or resolution of the Events of Default. If the Members are unable to settle or resolve the Events of Default after attempting to negotiate, the Members shall then participate in non-binding mediation pursuant to Article VI above prior to initiating a legal action. 7.3 Termination of Agreement. This Agreement shall only be subject to termination upon the following events: (1) boundary adjustments or annexation that result in South Brockton Lane and North Brockton Lane no longer being located within the boundaries of either Member; or (2) South Brockton Lane and North Brockton Lane are designated as a right-of-way type where the Members no longer have jurisdictional control. Upon either event occurring, the Members shall execute a document that terminates and cancels this Agreement, which approval of said document shall not be unreasonably withheld or delayed. The Members may also terminate this Agreement by mutual agreement, in writing. Upon termination and cancellation of this Agreement, the Members shall not have any further obligation hereunder to the other Member, except as otherwise provided for herein. ARTICLE VIII Miscellaneous 8.1 Waiver of Covenants. Failure by any Member to insist, in any one or more instances, upon strict performance of any term, covenant or condition of this Agreement or to exercise any option contained in this Agreement shall not be construed as a waiver or a relinquishment for the future of such term, covenant, condition or option, but the same shall continue and remain in full force and effect. The Members shall not be deemed to have waived any provision of this Agreement until expressed in a signed writing. 6 8.2 Counterparts. This Agreement may be executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. 8.3 Assignment. The Members may not assign their rights or obligations under this Agreement without the prior written consent of each of the other Members, which consent shall not be unreasonably withheld or delayed. 8.4 Binding Agreement. All of the covenants, conditions and agreements in this Agreement shall extend to, be binding upon, and inure to the benefit of the Members and their respective permitted successors and assigns. Time is of the essence in the Members complying with the terms and obligations herein. 8.5 Survival. If any term or provision in this Agreement is deemed invalid or unenforceable by any recognized tribunal, including a certified mediator, arbitrator or court of competent jurisdiction, the remainder of this Agreement shall be valid and enforceable to the extent permitted by law. 8.6 Captions. The captions in this Agreement are for convenience only and are not part of this Agreement. 8.7 Choice of Law, Venue. This Agreement is declared to be a Minnesota contract and all of its terms shall be construed in accordance with Minnesota law. Any action to enforce rights or obligations under this Agreement shall be brought in Hennepin County. 8.8 Entire Agreement. This Agreement shall constitute the entire agreement among the Members and any prior understandings or representations of any kind preceding the execution of this Agreement shall not be binding upon the Members. 8.9 Modification. This Agreement may only be amended or modified by written instrument executed by all Members. 8.10 Attorneys’ Fees. The Members shall each pay their own attorneys’ fees in connection with the preparation and negotiation of this Agreement. 8.11 Acknowledgement. Each of the Members affirm and acknowledge that it has fully read, appreciates, and understands the words, terms, conditions and provisions of this Agreement and is fully satisfied with the same. Each Member affirms and acknowledges that it has been, or had the opportunity to be represented by legal counsel of its choice. 8.12 Authority. Each Member represents and warrants that it has the power and authority to enter into this Agreement. Each Member further represents and warrants that the person or persons executing this Agreement on its behalf has full and complete legal authority to do so, and thereby binds the Member and, to the extent permitted by this Agreement, its successors and assigns. 7 8.13 Notices. Any notice or demand, which may or must be given or made by the Members under the terms of this Agreement or any statute or ordinance, shall be in writing and be sent registered or certified mail to the other Member addressed as follows: TO: Maple Grove City Clerk City of Maple Grove 12800 Arbor Lakes Parkway N Maple Grove, MN 55369-7064 TO: Corcoran City Clerk City of Corcoran 8200 County Road 116 Corcoran, MN 55340 Each Member may designate a different addressee at any time by giving written notice to the other Members as provided in this paragraph. Any notice delivered by hand shall be deemed received upon actual delivery. The remainder of this page intentionally left blank; signature page and exhibits follow 8 IN WITNESS WHEREOF, the parties herein have executed this Agreement on the date indicated below. Dated:__________________________ CITY OF MAPLE GROVE, STATE OF MINNESOTA By:________________________________ Mayor And: ______________________________ City Clerk Dated:__________________________ CITY OF CORCORAN, STATE OF MINNESOTA By:________________________________ Mayor And: ______________________________ City Clerk 9 EXHIBIT 1 10 EXHIBIT 2 SOUTH BROCKTON LANE EASEMENTS 11 12 13 14 City of Corcoran 2018 City Council Schedule Agenda Item 12. June 28, 2018 – Councilmember Dejewski unable to attend • Parks and Trails Commission Resignation – Trish Krueger • Resolution honoring service of Trish Krueger • Country Daze off-site liquor license • Planning Project Update • 2019 Budget – City Council Priorities and Direction to Staff • Commercial Kennel Amendment • Small Cell Tower and DAC Telecommunications Ordinance • Encore Preliminary Plat • Fehn Meadows Preliminary Plat • Minor Subdivision Ordinance Amendment July 12, 2018 Work Session • 2019 Budget and Direction for Financial Management Plan July 12, 2018 – Councilmember Dejewski unable to attend • Years of Service Recognition – Brad Martens • Resolution honoring Kevin Dale - CAA • Financial Performance Report • Recycling RFP • Overview of Costs of a Gravel Road vs. a Paved Road (Improvement and Maintenance) • Appointment of Election Judges for the Primary and General Elections • Assessor RFP July 26, 2018 – Councilmember Dejewski unable to attend • Sheriff Stanek • Planning Project Update • Code Compliance Quarterly Report • Five Year Financial Management Plan • Gravel vs. Paved Road Cost Comparison August 9, 2018 Work Session • Development Rights • Water Supply Options August 9, 2018 – Councilmember Dejewski unable to attend • Select Election Canvassing Date – November Special Meeting