CITY COUNCIL WORK SESSION TUESDAY, APRIL 9, 2013 7:00 PM COUNCIL CHAMBERS
CALL TO ORDER ____Graham ____DeLong ____Ludescher ____Nakasian ____Peterson White ____ Pownell ____Zweifel
1. Risk Management Agent Contract
2. Capital Improvement Plan/Capital Equipment Plan a. Highway 19 Study
3. Northfield Area Ambulance Association
4. Updates on the East River Trail & Tiger Trail Projects
5. Review upcoming agendas
ADJOURN
SPECIAL NEEDS: If you require special services to attend or participate in a public meeting, please call the City's Administration Office at (507) 645-3001 or e-mail Deb Little, City Clerk, at [email protected]. TDD users can call (507) 645-3030. Please call 24 hours before the meeting, if possible. WORK SESSION
Date of City Council Work Session: April 9, 2013
To: Mayor and City Council City Administrator
From: Elizabeth Wheeler, Director of HR & IT & Risk
Subject: Agent of Record
ACTION REQUESTED:
Staff will present information and a recommendation on the selection of an agent of record for the City’s property, liability, automobile and workers compensation insurance to the city council for discussion and direction.
SUMMARY REPORT:
With my pending retirement in May 2013, the city must designate a licensed insurance agent as a condition of participating in the League of Minnesota Cities Insurance Trust for property, liability, automobile and workers compensation coverage.
The Northfield City Council adopted Resolution 2013-026 on March 5, 2013 approving an RFP for acquiring the services of a Minnesota Licensed insurance agent. The city received four proposals by the deadline of March 25, 2013 and the Leadership Team is scheduled to interview all four agencies on April 4, 2013. The interviewing format will be similar to interviewing candidates for employment. Questions were developed relevant to an agent of record including core competencies, service standards, credentials, product knowledge and experience. Reference checks will be conducted following the interviews.
Members of the interview panel will be prepared to discuss the proposals, the interviews and the reference checks during the work session on April 9, 2013.
ALTERNATIVE OPTIONS:
There is no alternative option. An agent of record must be designated for the city to continue participation in the League of Minnesota Cities Insurance Trust.
FINANCIAL IMPACTS:
The fee schedule for the submitted proposals is as follows:
Company Fee 2013 2014 2015 2016 Bearence Management Group LLC $5,070 $7,600 $8,000 $8,000 Northern Capital Insurance Group $9,500 $9,500 $9,500 $9,500 Arthur J. Gallagher Risk Management Services $8,000 $12,000 $12,000 $12,000 Heartman Agency Inc. $13,500 $23,500 $23,500 $23,500
TIMELINES:
A resolution to approve the agent of record is scheduled for the April 16, 2013 council meeting. There will also be meetings with the selected agent and staff in May 2013 to provide for a smooth transition.
ATTACHMENTS: RFP Insurance Agent of Record Services Agent of Record Proposals
RISK INVESTMENTS COMMUNICATIONS CONSULTING OUTSOURCING
2010 Centre Pointe Blvd Mendota Heights, MN 55120 T 651-379-7800 F 651-379-7801 www.bearence.com
March 22, 2013
Ms. Elizabeth Wheeler Director of HR & IT City of Northfield 801 Washington Northfield, MN 55057
Dear Ms. Wheeler:
On behalf of Bearence Management Group Company, it is my pleasure to provide the following proposal in response to your request for proposal for insurance services for the City of Northfield. This proposal outlines our experience, capabilities and commitment should we be selected as your agent of record.
Bearence Management Group has an extensive background working with public entities including: cities, watershed districts, public schools, charter schools, cable communication commissions, and a variety of other joint powers entities. Our current business relationship with local municipalities provides us with an in-depth perspective on insurance and risk assessment solutions for government entities.
With a staff of over 100 insurance professionals, our firm has the capacity and demonstrated expertise to assist the city with its risk management needs now and into the future.
On behalf of Bearence , we thank you for this opportunity to provide our proposal. Should you have any questions regarding the information or if I may be of assistance in any way, please do not hesitate to call.
Sincerely,
Mark D. Lenz
MDL:rr
City of Northfield Minnesota
Request for Proposal
Insurance Agent of Record Services
March 25th, 2013
Mark D. Lenz Senior Risk Consultant Bearence Management Group, LLC. 2010 Centre Pointe Blvd. Mendota Heights, MN 55120 www.bearence.com
CITY OF NORTHFIELD AGENT OF RECORD RFP RESPONSE FORM
INFORMATION ON THE FIRM
Name of Firm: Bearence Management Group Branch Office: National Office: (if applicable) Address: Address: 2010 Centre Pointe Blvd., 104 5 76th Street, Suite 4000 Mendota Heights, MN 55120 West Des Moines, Iowa 50266 List Prior Names of Business if changes have been made:
Bearence Management Group was founded in 2005. Bearence acquired Rosenbloom & Rosenbloom in Minneapolis and T.C. Field & Co. in St. Paul. Therefore, our roots extend as far back as 1912 with the start of T.C. Field in St. Paul and 1994 with Rosenbloom & Rosenbloom. Between our local offices, we provide property and casualty insurance, group employee benefits, financial strategies and human resources consulting to more than 3,000 companies and service more than 3,300 individual clients.
Telephone Number of Office: FAX Number:
Branch: 651.379.7800 Branch: 651.379.7801
National: 515.327.8450 National: 515.327.8457
Number of Years in Business:
T.C. Field & Company was established in 1912, prior to its merger with Bearence Management Group, so the firm has been in existence for over 100 years.
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Describe your firm’s experience and expertise regarding public entity risks by relating the markets to which the firm has access, the information technology capabilities of your firm, other public sector clients with whom you have a relationship and which of the clients are self-funded.
Markets represented by direct agency contracts.
Travelers QBE Allied Continental Western Chubb Bituminous CNA Hanover Hartford State Auto Fireman's Fund Auto Owners SFM RTW Indiana Progressive Chartis United Fire Group Selective Philadelphia Cincinnati Zurich United Heartland Liberty Mutual West Bend Mutual AmTrust ACE
Many of the insurance companies identified above will provide insurance to municipalities and other public sector entities.
Bearence Management Group utilizes the AMS 360 software management system to maintain accurate information on customers, policies and correspondence. This state of the art software system can generate excel spreadsheets for scheduling purposes to minimize data entry work and errors between us and our customers. Files are maintained electronically and information that is in a hard copy format is scanned and attached to a customer’s file for archival purposes.
The firm has been extremely successful with public sector clients because it understands the needs of government and provides the appropriate vehicles for risk reduction and insurance protection. Our firm has served public sector clients since 1964. Our staff's expertise in local government has enabled our agency to recognize gaps in coverage and work directly with the underwriters, Berkley Risk Administrators Co., LLC, the underwriters for the LMCIT, to address bonding and to improve coverage for public entities.
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Following is a list of the entities we represent and are insured through the LMCIT. We provide property casualty services to the entities listed below. None of these entities are self-insured.
City of Andover League of Minnesota Cities City of Anoka Library Park Association City of Arden Hills Lower Rum River Water Management City of Bayport Lower St. Croix Valley Joint Cable Commissions Communications City of Birchwood Village MACTA Public Policy Institute City of Cambridge Minnehaha Creek Watershed District City of Coon Rapids Minnesota Environmental Science and Economic Review Board City of Dellwood Minnesota High Speed Rail Commission City of East Bethel Minnesota Valley Transit Authority City of Elko New Market Municipal Legislative Commission City of Excelsior Nine Mile Creek Watershed District City of Hermantown North Metro I-35W Corridor Coalition City of Lake St. Croix Beach North Metro Mayors Association City of Lexington North Metro Telecommunications Commission City of Loretto North Suburban Communications Commission, North Suburbs Access Corp City of Mahtomedi North Suburban Regional Mutual Aid Association City of Medicine Lake Northern Dakota County Cable City of Mendota Heights Prior Lake-Spring Lake Watershed District City of Minnetonka Public Risk Management Association Minnesota Chapter, Inc. City of Minnetrista Quad Cities Cable Communications Commission City of Ramsey Ramsey Housing and Redevelopment Authority City of Shoreview Ramsey-Washington Metro Watershed District City of Spring Park Red Rock Corridor Commission City of St. Anthony Village Rice Creek Watershed District City of Sunfish Lake Riley Purgatory Bluff Creek Watershed District City of Vadnais Heights Rush Line Corridor Task Force City of West St Paul Shoreview EDA and HRA City of Woodbury Six Cities Watershed Management Commission Coon Creek Watershed District South Metro Fire Department Coon Rapids Youth First South Washington County Telecommunications Commission Dakota County Domestic Preparedness South Washington Watershed District Dakota County Multi-Agency Assistance Southshore Senior Partners Group Suburban Rate Authority Excelsior Fire District Suburban Transit Association Fridley Historical Society Museum Washington County Narcotics Task Force I-494 Corridor Commission West St Paul Economic Development Authority Interstate 94 Corridor Commission White Bear Lake Conservation District Isanti Area Joint Fire District Woodbury Economic Development Authority Lake Minnetonka Conservation District Woodbury HRA
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Describe the steps you would take in reviewing our current program and designing changes in the program. Include specific techniques and procedures your firm may use to assist in identifying current and anticipated new loss exposures to the City. Describe the Loss Control, and Risk Management offered by your firm.
We would want to first review copies of various documents maintained by the city, including the audit, budget, capital improvements program, claims and loss histories, insurance policies, contracts for services, joint powers agreements, et al,. Then we would like to set up meetings with the your staff to get an understanding of the current operation and systems that are in place. Because of our work with a multitude of governmental entities, we have a good understanding of the risks that affect local government and can share the problems and solutions that have been used by others. In addition, we monitor local news media to keep abreast of current events that affect our customers.
Bearence Loss Control programs
Bearence has a partner that provides state of the art solutions for loss control & integrated safety programs. Our partner organization is Integrated Loss Control Services (ILC).
ILC has developed "A Systems Approach to Loss Control". Key components were pulled together to form an integrated, & comprehensive program that will help you keep all of your programs easily accessible, well defined, organized, up-to-date, & compliant. Individually or as a system, ILC's solutions are a valuable asset to any organization.
We offer services in Environmental Compliance, Health & Safety, Risk Management, and Industrial Hygiene & Customized Media Development.
Dedicated staff in each service area will help you with meeting your needs & identifying opportunities to integrate the outcome in other areas; expending time & resources once, but satisfying more than one need wherever possible.
Bearence Risk Management Service programs
Bearence has several practices that provide state of the art solutions for advisory services. Our practices include the following:
Design an insurance Plan - This plan is a carefully designed financial transfer (making sure that money or resources are not spent or used wastefully or without purpose) for chosen lines of coverage against loss in exchange for annual negotiated limits, deductibles and premiums. It is a purposeful plan aligned with developed risk management goals. Benchmarking and evaluations are conducted in various areas i.e. accuracy of your NCCI experience modification factor, measurement of limits and premiums against current market conditions.
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Claims Management Plan - A calculated approach is established to address each claim. Claims are closely monitored with a goal to reduce the impact of the claim to the company, employees and public image. Cost reduction programs are put in place, such as return to work and light duty, to minimize claim costs. Key program dates are monitored to improve financial results.
Roundtable Risk Review - This is a process generally established around a topical risk item. We organize specialists on the topic with a specific targeted goal. A variety of people can be involved on a variety of educational or research topics.
Certificate Management - Review of your approach to managing the requirements associated with the request for insurance certificates (outgoing certificates). Development of a protocol of insurance requirements for vendors to reduce exposure to litigation (incoming certificates).
What are the transition expectations if the City uses your services?
We expect that there would be smooth transition from your existing broker because of the systematic processes we use and our relationships with the underwriters for the LMCIT.
After our review of various documents maintained by the city including the audit, budget, capital improvements program, claims and loss histories, insurance policies, contracts for services, joint powers agreements, et al; we would set up meetings with the staff responsible and others as necessary to get an understanding of your operations and systems that are in place. We like to go out and visit most of the city owned facilities with a staff person to get a better understanding of city facilities and their operation.
Then we would work with your staff to develop a timeline for the completion of tasks to provide insurance quotations to the city.
After the risk assessment is complete, how does your organization formulate a long-term Risk Management strategy for the next five years?
We would meet with the assigned staff and develop a long term risk management strategy by identifying areas of concern or desired changes/improvement, establishing goals and objectives, and attaching costs, tasks and timelines for completion. Finally, monitoring for desired results, or modifying to addressing changing needs. Updated as deemed necessary, but reviewed on an annual basis.
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Bearence Enterprise Risk Management Services-
Risk Control/Safety Plan This is a deliberate training and safety plan addressing various areas of the operation—life safety, facility safety, employee safety, client safety—in a claim preventive manner.
1. Insurance Plan This plan is a carefully designed financial transfer (making sure that money or resources are not spent or used wastefully or without thought) for chosen lines of coverage against loss in exchange for annual negotiated limits, deductibles and premiums. It is a purposeful plan aligned with developed risk management goals.
2. Claims Management Plan A planned approach is established to address each claim. Claims are closely monitored with a goal to reduce the impact of the claim to the company, employees and public image. Cost reduction programs are put in place, such as return to work and light duty, to minimize claim costs. Key program dates are monitored to improve financial results of the Work Comp modification factor and dividend returns as well as position of Company X with insurance providers.
3. Certificate Management Plan This provides a consistent approach for managing the requirements associated with the request for insurance certificates. A protocol of insurance requirements is also established for Company Xs’ vendors to reduce their exposure to litigation.
4. Contract Management Plan The purpose of a contract review program is to bring awareness and guidance to the liability that may be assumed. A process is designed to address the those insurance concerns in most contracts.
5. Disaster Recovery Plan This is a formalized recovery plan to guide the recovery team to ensure immediate, appropriate care is available for clients should a disaster—i.e., windstorm, fire—occur at one or more locations. This plan also identifies the financial resources expected to fund the recovery.
6. Program Continuity Plan This is the process of setting long-term Risk Management goals. These goals are the guiding beacon tying together each of the above specific plans for the creation and validation of a practiced logistical plan understood by the risk management team.
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Present Limit of Errors and Omission Coverage in Place for the Agency.
Bearence Policy Limits: Coverage: $10,000,000 per claim; $10,000,000 aggregate Policy period: 3/31/12- 3/31/13 Carrier: Westport Insurance Corporation
Please comment on your anticipated involvement in monitoring and assisting in claims preparation, management, negotiation and settlement.
Our claim handling process and services
The objective of Bearence Management Group claim department personnel is to provide clients with assistance in effecting prompt, fair, cost-effective resolution of claims based on the facilitation of communication between insured and insurer.
To meet this objective, Bearence Management Group claim representatives offer customers: help with filing claims, answer client questions on coverage and the claim process, advocate for the insured on coverage issues, and monitor first party and litigated claims to see that such claims are appropriately reserved and resolved.
Other services include, but are not limited to:
An annual review of workers compensation claims prior to development of the experience modification factor. The review includes contact with handling claim representatives to see that files are properly reserved and considered for closing or reserve reduction before the modification factor is figured. A formal written report on this activity is provided to the client.
Maintenance of a database of claims that provides claim numbers, adjusters’ contact information, status updates and reserve and payment information for reference by the client.
Review of insurer loss history reports to check for new claims filed and claim closures, as well as change in reserving and payments that might require follow-up.
Efforts by the Bearence Management Group claim department are focused on developing channels of communication between client and insurer, providing claim-related information to both and assisting wherever possible with the often difficult task of concluding claims fairly, on a timely basis, at a reasonable cost.
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What services would you classify within the fee income and what services would you classify outside the fee income? List your fees for any additional services which may exceed the scope of duties and responsibilities contemplated within the set fee?
We will provide the following services for you:
1. Provide advise and assist the City in assembling and accurately reporting underwriting data, including updating property values for rating purposes, and completing the LMCIT renewal forms based on the data supplied by the City.
2. Advise and assist the City in evaluating and selecting coverage alternatives such as deductibles, limits, optional coverage, alternative coverage forms, etc. Advise the City on potential gaps or overlaps in coverage. Provide the City’s Finance Director with access to the broker’s working files of City business upon request, at the City’s convenience and discretion.
3. Review the LMCIT insurance policies for completeness and accuracy. Confirm that the policies have been updated with the new data supplied during the renewal process.
4. Provide explanations of insurance coverage, coverage options and make recommendations as requested.
5. Conduct quarterly review of open claims. Review claim reserves for appropriateness.
6. Assist the City in identifying risk exposures and developing appropriate strategies to address those exposures.
7. Assist as requested with safety and loss control activities.
8. Other usual functions expected of an insurance broker such as, but not limited to, accurately amending policies, providing interpretation of coverage, policy maintenance, binders and certificates, timely delivery of policies and/or binders, providing unbiased recommendations, answering questions and resolving issues.
9. Review contracts to protect the city’s interests.
We typically deliver applications, quotations and policies to assure understanding of the information required for underwriting, explain the cost of the insurance being procured, and finally, reviewing the policy with the assigned contact person so that they understand what they are paying for. This approach, while labor intensive, does minimize communication problems and helps maintain service standards. Given our experience and involvement with a number of local government entities, we are able to provide valuable insight and solutions to the issues facing the Northfield.
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PERSONNEL INFORMATION
Provide the names, professional qualifications and educational background of the Account Executives and key support who would be responsible for our account: Mark D. Lenz Senior Risk Consultant
Experience and area of expertise: nineteen years with Bearence Management Group/T.C. Field & Company and in the insurance industry. Previously, Mark was a city administrator and had over fourteen years of municipal management experience. Because he has been a buyer of insurance and related products, he has a unique background from which to assist the Northfield.
He has also been a presenter, panel member and advisor in insurance and risk management in many different forums. Mark has made presentations before the Minnesota Public Risk Management Association, The Minnesota Association of Cable Television Administrators, The Minnesota City Attorneys Association, Graduate Finance Classes at Mankato State University, Small Business Classes at Normandale Community College and the North American Association of Inventory Services.
He is an active member of a number of professional associations and serves as the Chapter Advisor for the Minnesota Chapter of the Public Risk Managers Association, Past-President of the Independent Insurance Agents of Greater St. Paul and was on the Minnesota Independent Insurance Agents and Brokers- Board of Directors for six years. He is licensed for property and casualty as well as life and health with the State of Minnesota. He also holds licenses for the states of California and Texas.
Professional Designations and Education: BA, University of Minnesota; MA, Mankato State University. Recipient of the Minnesota Independent Insurance Agents and Brokers “Agent of the Year Award 2005”. Mark will be the primary contact person. He will coordinate agency efforts, set up meetings, and gather exposure data.
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Donald W. Goon Sales Team Leader
Don Goon is the Sales Team Leader at Bearence. With 30+ years of experience, he coaches a sales team of consultants working with clients in all five Bearence practices. Dedicated to business and benefit plans for clients in the small to medium marketplace, Bearence is now one of the region’s top firms. The client base includes public sector, schools, non-profits as well as the traditional corporate clientele.
Historically Don’s benefits experience provided clients with total benefit solutions. Clients come to know Don as their dedicated and trusted advisor for all their business needs. Even though he specializes in benefits, compensation and retirement plans, Don is well versed in all business and financial services. While working with clients of all sizes, he focuses on commercial privately held companies.
Don began his career with Alexander & Alexander (AON), where he worked with large national association group and franchise benefit plans. In 1986 he created benefit practices with a local business insurance agency before founding his own benefits brokerage and consulting firm, Benefit Consultants, Inc., (BCI), in 1990. In 2002, Don and BCI joined Stanton Group as a Partner/Consultant and helped create one of the largest firms in Minnesota. Stanton Group was acquired by Gallagher Benefit Services in 2008. Don joined Bearence in 2009 as a Senior Risk Consultant, Employee Benefits and became Sales Team Leader in spring of 2011.
Tracy L. Haile Senior Client Manager, CISR
Experience and area of expertise: Tracy has over 10 years of experience in the insurance industry, the last eight with Bearence Management Group. Tracy started her insurance career in Washington DC working as a Commercial Lines Account Manager. When Tracy moved back to Minnesota she split her time between Commercial and Personal Lines at Bearence Management Group/T.C. Field & Company and was then promoted to Senior Client Manager. She works with a preponderance of our public sector customers and is noted for her prompt and accurate responses.
Professional Designations and Education: Tracy has her Certified Insurance Service Representative (CISR) designation.
Tracy received her Associates of Science Degree from Century College in White Bear Lake, Minnesota. She is pursuing her CIC designation and she has also taken classes at Augsburg College. Tracy is responsible for marketing and customer service efforts. She is licensed for property and casualty.
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Linda K. Drager Senior Client Manager
Experience and area of expertise: Linda has worked in the insurance industry for over 30 years. She started her career working in the Property Department of Chubb Group. She also worked as an assistant underwriter in both Property and Casualty lines at the Royal Insurance Company. The majority of her career has been spent on the Agent and Broker side handling the marketing, servicing, and managing of small to large Commercial Accounts with emphasis in the Casualty area.
Linda was part of the original beginnings of the League of Minnesota Insurance Trust working as an underwriter and rater for the program. In recent years she worked for an agency that was involved in handling various cities that as are active in the LMCIT. In her capacity as Marketing Manager she also assisted with researching markets for those coverage’s that are not a part of the program.
Linda responsibilities at Bearence Management Group include marketing and customer service for commercial accounts. She handles the processing and reviewing all policies, endorsements, certificates and other correspondence.
She attended Mankato State College. She is the past President of Professional Insurance Women, serving two separate terms. She is active in volunteer work and fund raising for various causes. She is licensed for property and casualty.
Karen L. Collins Senior Claims Advocate
Experience and area of expertise: Karen has over 18 years of experience in the insurance industry. She worked as a claims adjuster for a national insurance company, with a vast array of complex claim issues. Prior to her insurance career, she worked as a Paralegal with a firm that handled workers compensation, personal injury and product liability lawsuits. She would be your point person for managing claim activity and providing loss control assistance.
Professional Designations and Education: Bachelor of Arts, Hamline University, Legal Studies. Licensed Claims Adjuster, and pursuing her Certified Insurance Counselor (CIC) designation.
Claims-related questions or concerns would be processed through Karen. She can provide assistance when a claim needs to be reported, monitored or involves complex and/or sensitive issues and communicate the issues between the parties involved, including the client and the adjuster.
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Total Personnel: Total Personnel:
Branch: 62 National: 120 Licensed Brokers: Licensed Brokers:
Branch: 16 National: 27 Claims Administration: Claims Administration:
Branch: 3 National: 4 Safety/Loss Control Personnel: Safety/Loss Control Personnel:
Branch: 0 Function is outsourced National: 0 Function is outsourced Licensed Insurance Consultants: Licensed Insurance Consultants:
Branch: 16 National: 27 Licensed Excess & Surplus Broker: Licensed Excess & Surplus Line Broker:
Branch: 1 National: 2
AGENCY PERSONNEL INFORMATION List principals in firm and denote those who would work with the City of Elk River and Elk River Municipal Utilities.
Bearence Principals: Corporate · Joe Teeling, CEO · Dan Seemuth, COO
Region- MN · Stan Hamann, VP, Regional Director(Senior staff available for Northfield) List the number of clerical/support staff in service office. Two (2).
Discuss the claims process as it relates to your firm.
Our local office has three dedicated claims professionals to assist our customers with their claim processes. Claims can be filed through us, or online through the insurance carrier. Our claims staff can assist you in determining if a claim should be filed, possibly on information only basis if there hasn’t been a formal notice given. We typically establish a diary to do follow-up with claims personnel regarding open claims of significance to monitor as well as expedite the closing of claims if possible. Implications of these efforts are material. We work to reduce or close claims to mitigate the experience rating of workers compensation and liability policies.
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In no more than 100 works, offer any additional information related to why your firm should be the City of Northfield’s selected broker.
We know public entities. Our service team also knows the exposures that will impact the budget and taxpayers of The City of Northfield. Our team is local and as such, brings the most extensive experience in public entity and League insurance placements in this area. We currently place 28 cities with the LMCIT plus over 100 other public sector accounts; and we are also the Agent of Record for the League of Minnesota Cities itself.
INSURANCE COMPANY INFORMATION Commercial Property/Casualty (list your top 5 companies by premium volume written and indicate the dollars of premium written):
Branch: Travelers $9,051,000 LMCIT $5,730,000 Allied $4,623,000 Chubb $3,934,000 CNA $2,543,000
National: Travelers $10,140,000 LMCIT $5,730,000 Allied $4,623,000 Chubb $4,520,000 CNA $2,875,000
What is your Annual Premium Branch National Volume by Coverage Area? Property/Boiler Machinery…….. General Liability……………………… Auto Liability………………………….. Package including the above $23,549,000 $29,313,000 Public Officials/ E & O…………….. $1,747,000 Crime……………………………………… $380,000 $437,000 Workers Compensation………….. $29,000,000 $39,150,000 Professional Liability………………. $880,000 $113,500
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Names of governmental entities insured by the agency through the LMCIT during the last five years. City of Andover Lake Minnetonka Conservation District City of Anoka League of Minnesota Cities City of Arden Hills Library Park Association City of Bayport Lower Rum River Water Management City of Birchwood Village Lower St. Croix Valley Joint Cable Commissions Communications City of Cambridge MACTA Public Policy Institute City of Coon Rapids Minnehaha Creek Watershed District City of Dellwood Minnesota Environmental Science and Economic Review Board City of East Bethel Minnesota High Speed Rail Commission City of Elko New Market Minnesota Valley Transit Authority City of Excelsior Municipal Legislative Commission City of Hermantown Nine Mile Creek Watershed District City of Lake St. Croix Beach North Metro I-35W Corridor Coalition City of Lexington North Metro Mayors Association City of Loretto North Metro Telecommunications Commission City of Mahtomedi North Suburban Communications Commission, North Suburbs City of Medicine Lake Access Corp City of Mendota Heights North Suburban Regional Mutual Aid Association City of Minnetonka Northern Dakota County Cable City of Minnetrista Prior Lake-Spring Lake Watershed District City of Ramsey Public Risk Management Association Minnesota Chapter, Inc. City of Shoreview Quad Cities Cable Communications Commission City of Spring Park Ramsey Housing and Redevelopment Authority City of St. Anthony Village Ramsey-Washington Metro Watershed District City of Sunfish Lake Red Rock Corridor Commission City of Vadnais Heights Rice Creek Watershed District City of West St Paul Riley Purgatory Bluff Creek Watershed District City of Woodbury Rush Line Corridor Task Force Coon Creek Watershed District Shoreview EDA and HRA Coon Rapids Youth First Six Cities Watershed Management Commission Dakota County Domestic Preparedness South Metro Fire Department Dakota County Multi-Agency Assistance South Washington County Telecommunications Commission Group South Washington Watershed District Excelsior Fire District Southshore Senior Partners Fridley Historical Society Museum Suburban Rate Authority I-494 Corridor Commission Suburban Transit Association Interstate 94 Corridor Commission Washington County Narcotics Task Force Isanti Area Joint Fire District West St Paul Economic Development Authority White Bear Lake Conservation District Woodbury Economic Development Authority Woodbury HRA
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REFERENCES List three references: 1. Entity: City of Arden Hills
Coverage/Service: Property Casualty and Workers Compensation
Contact (Name, Title, Address & Tel. No.): Susan K. Iverson, Director of Finance and Administration, 651.792.7816
2. Entity: City of West St. Paul
Coverage/Service: Property Casualty and Workers Compensation
Contact (Name, Title, Address & Tel. No.): Joan Carlson, Finance Director, 651.552.4123
3. Entity: City of Andover
Coverage/Service: Property Casualty and Workers Compensation
Contact (Name, Title, Address & Tel. No.): Lee Brezinka, Assistant Finance Director, 763.767.5115
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Appendix B
City of Northfield AGENT OF RECORD RFP FEE PROPOSAL
Policy Period Fee (P &C) Fee(WC) May 1- December 31, 2013 Base Fee: $5,070 Base Fee: included January 1-December 31, 2014 Base Fee: $7,600 Base Fee: included January 1- December 31, 2015 Base Fee: $8,000 Base Fee: included January 1-December 31, 2016 Base Fee: $8,000 Base Fee: included
*The fees above include all Bearence Core Services for the City of Northfield. Services below would be outside the fees indicated above.
**Bearence Value Services include:
1. Bearence Risk Management 2. Bearence Loss Control
***Bearence Value Plus Services
1. Bearence Enterprise Risk Management 2. Bearence Advisory Consultant- Utilities
***Bearence Reports (optional) 1. Bearence 42 month finance tools (assets, premiums, deductible & reserves) 2. Bearence Coverage Audit
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HR Consulting
•Benefit Consulting •401K Plans •Commercial Insurance •Key Person Planning •HR Audits •Group Insurance Plans •Investment Consulting •Personal Lines •Buy/Sell Agreements •Compensation Consulting Insurance •Employee •Qualified Plans •Executive Buyouts •Performance Management Communications •Surety/Bonds •Non-qualified Plans •Business Continuation and •Recruiting •Health Cost Management •Workers’ Business Succession •Actuarial Consulting •Employment Engagement •Compliance & Education Compensation Planning •Employee Communication •Compliance Seminars •Risk Management •Executive Disability Income •RIA Services •Plan Strategy •Pharmacy Benefit •Claim Reserve Analysis Protection Programs Consulting •Experience •Deferred Compensation •Access to HR Administration •Claims Analysis Tools Modification Review Plans •Voluntary Products
Mark D. Lenz, Sr. Risk Consultant [email protected] 651.379.7843 www.bearence.com
City of Northfield Response to Request for Proposal for the City Risk Management and Insurance Program
Presented: March 25, 2013
Arthur J. Gallagher Risk Management Services, Inc. 3600 American Boulevard, Suite 500 Bloomington, MN 55431 Phone: 952-358-7500 Fax: 952-358-7501 www.ajg.com
2013 Arthur J. Gallagher & Co. This proposal of coverage is intended to facilitate your understanding of the insurance program we have arranged on your behalf. It is not intended to replace or supersede your insurance policies. City of Northfield
Table of Contents
Section Executive Summary ...... 1 Proposal for Broker Services ...... 2 Profile of Arthur J. Gallagher Risk Management Services, Inc...... 3 Premium Volume & Errors & Omissions ...... 21 References ...... 22 Agent of Record ...... 23 Non-Collusion Certification ...... 24
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx City of Northfield
Executive Summary
Arthur J. Gallagher Risk Management Services, Inc. is pleased to respond to the City of Northfield Request for Agent of Record Services. We have organized this report as outlined in your Request for Proposal.
The City Northfield is a city proud of tradition, culture, and heritage. Our shared values will guide our relationship over the next three and a half years with outstanding customer service, innovative ideas, and loss mitigation initiatives that are second to none.
Gallagher’s culture-driven success is driven by its leading Public Entity risk management and insurance service niche. Gallagher’s Public Entity division has long been a core competency of our company, and today represents 35% of our brokerage business nationwide.
Gallagher’s RFP for the City of Northfield will highlight:
• Specialization in designing and measuring the effectiveness of your Property/Casualty, Workers Compensation, and Risk Management Programs. • The value Gallagher’s extensive experience in public entity programs, marketing, and customer service will bring to the City. • Our National Public Entity Resource Group educating our clients on unique and emerging risks specific to the public sector. • Innovative ideas, quality service, and proven results confirmed by our references that will help reduce the cost of risk. • Our transition plan for the City Northfield. • Answers to RFP questions and Fee for Services Rendered.
Cody Marks, MBA Area Assistant Vice President
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx 1 1 City of Northfield
Proposal for Broker Services
To: Elizabeth Wheeler Director of Human Resources and Information Technology City of Northfield 801 Washington Northfield, MN 55057
From: Arthur J. Gallagher Risk Management Services, Inc 3600 American Boulevard, Suite 500 Bloomington, MN 55431 Phone: 952-358-7500
Arthur J. Gallagher Risk Management Services, Inc.
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Profile of Arthur J. Gallagher Risk Management Services, Inc.
A Brief History of Our Firm and Capabilities Specific to Public Entities
Arthur J. Gallagher & Co. was one of the first brokers to transition from simply selling insurance to providing true risk management services. Clients became attracted to this approach, which allowed them to have greater control and flexibility over their overall cost of risk. Reducing the financial and the human cost of risk would become a cornerstone for Gallagher, as the firm helped create the universe of self-insurance and alternative markets.
Much of the company’s 80-year history has revolved around the public sector. Gallagher’s Public Entity Division specializes in serving the risk management and insurance needs of the public sector in the United States. This niche has long been a core competency of our company, and today represents a significant portion of our brokerage business. The Public Entity Division includes Arthur J. Gallagher Risk Management Services, Inc. (AJGRMS) and Gallagher Benefits Services, Inc. (GBS).
Locally we have 62 employees in Arthur J. Gallagher Risk Management Services, Inc. and 80 employees in Gallagher Benefit Services, Inc. All are located in our Bloomington, Minnesota, office. Gallagher has over 13,000 employees worldwide.
Arthur J. Gallagher & Co. has been in business for 50 years in our Minnesota office and 86 years as an organization nationally.
Superior Service to Support the City and Municipal utilities:
As a professional service firm, client satisfaction is our number one priority. We believe that what separates Gallagher from our competitors is our unique approach to client service. Unlike many other firms, we have a flat organizational structure which allows us to be a true extension of your risk management team. Gallagher’s “hands-on” approach to account management coupled with industry familiarity is reflective of our team approach yielding superior service.
Arthur J. Gallagher Risk Management Services, Inc.
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Describe your firm’s experience and expertise regarding public entity risk by relating the markets to which the firm has access, the information technology capabilities of your firm, other public sector clients whom you have a relationship and which of the clients are self funded. Current Clients of Gallagher through the League of Minnesota Cities:
• Hutchinson Municipal Utilities • City of Mound • City of Bloomington • City of Tonka Bay • City of Redwood Falls • Dakota Communications • City of Burnsville • West Hennepin Public Safety • City of Robbinsdale • West Metro Drug Task Force • City of Minnetonka • Northwest Metro DTF • City of Golden Valley • City of Savage • City of Hopkins • City of Albert Lea • City of Hutchinson • City of Redwood Falls • City of Independence • City of Long Lake • City of St. Francis • City of Maple Plain • City of St. Louis Park • City of Excelsior • City of Inver Grove Heights • City of Oak Grove • City of Maplewood Current Public Entity Clients of Gallagher outside of the League of Minnesota Cities:
• State of Minnesota* • MN State Colleges and Universities* • University of Minnesota* • City of Mound# • City of Faribault# • Dakota County* • City of Crystal# • Ramsey County* • City of Farmington# • Anoka County* • City of New Hope# • Washington County* • City of Forest Lake# • City of Eagan# • City of Rogers# • City of Woodbury# • City of St. Anthony# • City of Maple Grove# • City of Orono# • City of Coon Rapids# • City of Minnetrista# • City of Apple Valley# • City of Delano# • City of Edina# • City of Corcoran# • City of Richfield# • City of Austin# • City of Brooklyn Center# • City of Chaska# • City of Oakdale# • City of Ramsey#
Note: Employee Benefit Clients are #. Public Entities outside the LMCIT are*.
Noted Entities relevant to the City of Northfield include: Northfield Public Schools and Carlton College. While mandated to provide services, public entities must also try to reduce risks, especially for those in hazardous professions such as law enforcement, firefighting, and public works. Public entities and special districts must also manage the risks of decision making including hiring, firing, discrimination, and high profile exposures such as workplace violence and cyber crime. Our approach is to collaborate with you to evaluate your
Arthur J. Gallagher Risk Management Services, Inc.
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As evidenced by our client list, Gallagher is sensitive to both the constraints and opportunities faced by public entities. We work directly with public entities administrators to structure risk management programs that extend far beyond simply placing insurance.
Note: Due to client confidentiality agreements we are unable to disclose detailed information about Municipalities’ and Public Entities’ program structure.
As your broker/consultant, we view our mission as having three primary objectives. 1. Assist you in protecting the tangible and intangible assets of the City of Northfield. 2. Enhance your ability to mitigate and manage risk by increasing your knowledge, awareness, and control of exposures to loss. 3. Provide long-term and cost-effective risk transfer options that will position the entity to protect its assets, employees, members of the community, and its overall bottom line. Arthur J. Gallagher & Co.’s Service Philosophy
Arthur J. Gallagher & Co. has high service and professional standards requirements including ethics training on an annual basis. Our Service Commitment is included in all our proposals for service.
Service Commitment For more information on Gallagher’s compensation arrangements, please visit www.ajg.com/compensation.
Our objective is to consistently provide superior service through thoughtful planning, efficient organization, effective use of technology and monitoring procedures. We are passionate about providing the highest levels of customer service. The day-to-day services make the difference between a good insurance program and a great insurance partnership. We strive to understand your business and always respond with a sense of urgency. We adhere to strict service standards and have outlined team expectations below. And our employees are corporately audited on an annual basis upon these standards.
Service Standards Confirmation of Coverage/Binders Within 3 business days of effective date Policy Delivery Within 30 days of receipt from carrier Acknowledgement of oral request to change Within 5 business days of request in coverage Certificates of Insurance Within 24 hours of request Auto I.D. Cards, etc. Within 24 hours of request Acknowledge client inquiries By end of business day Claims Audit/Review As applicable Relationship Review Annual or biannual as requested On-Site Visit Request 1 to 3 business days (depending on request)
Arthur J. Gallagher Risk Management Services, Inc.
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Gallagher’s Commitment, Expertise, and Experience with Public Entities
Our national Public Entity and Scholastic Division is your access to the best public entity risk management informational network in the country. We gather, store, and disseminate valuable information from across the nation regarding changes in the insurance marketplace, risk management trends, and emerging risk, all specific to the public sector. Today Gallagher Minnesota is the largest writer of Public Entity business in Minnesota.
We stay in front of our clients by educating them on the latest trends, market changes, and hot topics. We offer white papers, webinars, and monthly seminars. Our newsletter, “At a Glance,” provides up-to-date information on public sector risk management topics.
Dorothy Gjerdrum, Director of Public Risk and Scholastic Risk Management, is a frequent speaker on public sector emerging risks and risk management. She is available as a speaker or consultant to you at no additional cost. Some of her recent presentations are:
• Emerging Risks and Public Sector Business • Enterprise Risk Management for Public Entities • Risk Management Reporting • Hot Risks: Risk Mapping and Mitigation Tools • Pandemic Flu Preparation
Gallagher’s reach in public entities goes above and beyond the Property and Casualty placement of insurance. Our organization is broken up into several divisions that may play a significant role with the City in the future.
Arthur J. Gallagher Risk Management Services (AJGRMS): Arthur J. Gallagher Risk Management Services, Inc. is one of the world’s largest insurance brokerage and risk management services firms, delivering a full range of insurance and risk management products and services, including traditional and loss-sensitive coverages, captives, alternative risk solutions, and financial products, from offices throughout the United States and Canada, and operations in Bermuda and Puerto Rico.
Gallagher Benefit Services, Inc. (GBS): Gallagher Benefit Services, Inc., our employee benefit, human resources, and retirement consulting and brokerage operation, serves clients throughout the United States. GBS achieved robust revenue growth through strong acquisition activity as well as various expansion and cross- selling strategies. Recognizing that many people currently nearing retirement age have not saved enough money to fund their retirements, GBS has broadened its retirement practice capabilities to offer additional support to clients in this area.
Gallagher Bassett Services, Inc. (GB): Gallagher Bassett Services, Inc. is recognized by Business Insurance magazine as the world’s largest P/C claims administrator. GB serves its clients from more than 120 offices in the United States, United Kingdom, Australia, and Canada. GB’s Web-based proprietary claims and loss control information management system, RISX-FACS®.com, gives its client’s instant access to their claims information in a variety of graphical and numerical formats from any location that has Internet access. GB also provides an array of risk control and appraisal services, as well as software products and analytical expertise to help clients manage their business risks.
Arthur J. Gallagher Risk Management Services, Inc.
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Risk Placement Services, Inc. (RPS): Risk Placement Services, Inc., Gallagher’s U.S. wholesale P⁄C brokerage operation, helps retail agents and brokers secure hard-to-place coverages for their clients. RPS has expanded its managing general agency and program management capabilities to increase business opportunities in the competitive P⁄C market.
Information Technology Capabilities
• Gallagher has an Allocated Billing System designed specifically for public entity clients. • Our offices are fully automated and paperless. • Loss Control DVDs are available for employee training and education. • Webinars are made available to all of our clients and prospects. • Our Minnesota office has initiated “lunch and learn” seminars for ongoing training and education. Classes can qualify for educational credits. • Newsletters are provided discussing current and emerging insurance topics and innovative risk management techniques. • Our partner TargetSafety provides a web-based risk management tool including wellness programs, loss control, risk reduction, and compliance management.
Arthur J. Gallagher Risk Management Services, Inc.
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Describe the steps you would take in reviewing our current program and designing changes in the program. Include specific techniques and procedures your firm may use to assist in identifying current and anticipated new loss exposure to the City. Describe the loss control, risk management, wellness, and legal services offered by your firm.
Program Review – Steps
Gallagher’s corporate culture supports a service model centered on rewarding teamwork and knowledge-sharing throughout our organization. Our service model is based on the concept of getting “our best people to the point of attack” to solve client problems and help them achieve their goals.
To ensure that our clients benefit from access to our best people and resources, Gallagher implemented a global niche strategy providing a formal platform that fosters coordination amongst specialists across the entire company allowing our resources to interface and share knowledge for the benefit of our clients. The niche strategy infrastructure has proven to be a very successful means to provide clients unfettered access to our company’s technical experts without having internal hurdles to overcome. Our niche strategy is one of Gallagher’s most important infrastructure initiatives and is a top corporate priority. As a result of this strategy our clients benefit from:
• Client teams more knowledgeable of our customers business • Team members that are partners, resources, and allies • Higher level of consultative services, research, and analysis • Innovative solutions to address evolving industry developments • Risk-focused claim advocacy • Greater market strength and credibility
Risk Identification Loss Mitigation Loss Quantification Policy Analysis Program Design Risk Exposure Contractual Risk Transfer – Actuarial Studies Management Liability Terms and Conditions Survey/Discussions Contract Review Accrual Analysis Property Limits Retentions Loss Control Assessment Training/Prevention Loss Trending Casualty Program Structure Examine Loss History Acquisition Due Diligence Loss Benchmarking Environmental Alternative Risk Transfer Financial Review Claims Management and Custom Reporting Transactional Organizational Structure Advocacy Claims Impact Studies International Exposures Risk Management Philosophy
Arthur J. Gallagher Risk Management Services, Inc.
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Anticipating New Loss Exposures to the City
Our Public Entity Team is continually reviewing new loss exposures and areas where our clients are open to transferring risk. Our team believes that reducing risk through training and educational programs is the backbone of building a strong safety culture designed to engage employees and reduce loss. Currently we are advocating for:
• Pollution Liability – Working to form a Minnesota Pollution Liability Pool to protect our clients from expenses that they may become liable for. Pollution includes air pollution, water pollution, injury sustained from pollutants, expenses to clean up contaminated sites, etc. This policy can include underground tanks, recovery sites, and landfills. • Cyber Liability is an area where tremendous expenses can be involved. Mitigating a loss due to a cyber leak or inadvertent loss of confidential information can be extremely costly to the City. • Workplace Violence – New products are available to insure loss and expense involved within this risk hazard class. • Terrorism – The LMCIT has a $50,000,000 limit which is shared by all members. Gallagher has markets available to provide insurance for individual cities outside of the trust. • Lunch & Learn workshops are continually available through Gallagher’s Risk Manager Mary Wells. They focus on educating our clients on the latest topics and trends facing municipalities, Workers Compensation, claims mitigations, and safety.
Risk Management, Loss Control, and Wellness
AJG serves as the broker for more public entity clients than any other organization in Minnesota. From high profile clients like the State of Minnesota and the University of Minnesota to suburban communities and small towns, our dedication to be the most knowledgeable and client-focused municipal partner has positioned AJG to serve 47 municipalities in Minnesota. Those services range from Risk Management and Property and Casualty Insurance Brokerage to Employee Benefits and Health and Wellness programs. Our clients view us as a strategic resource and an extension of their Risk Management department, trusting Gallagher to mitigate and manage their risk.
At Gallagher, we are dedicated to providing superior risk management services to our clients in the public sector. Risk management and Loss Control support and expertise provided from our Minnesota office includes but is not limited to:
Comprehensive Assessment of current claims management, injury prevention and OSHA compliance efforts, including mock OSHA inspections.
Aggressive Claim Management
• Establish and monitor claim service plans coordinating and attending claim reviews. • Provide aggressive, ongoing case management. • Provide case consultations and recommendations on all claim issues. • Analyze proposed settlements.
Arthur J. Gallagher Risk Management Services, Inc.
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Provide training for employers on all Workers Compensation issues including but not limited to:
• Proper reporting and investigation techniques. • Workers Compensation 101 – basic benefits available, steps employers can take to minimize cost, financial impact of Workers Compensation claims, and the importance of light duty. • How to develop and implement a light duty program. • Litigation management. • Departmental training on return to work. • Clinic Selection.
Municipal Services, Parks & Recreation, Public Works, and General Administration
• Accident Investigation. • Blood Borne Pathogens, Forklift Program, Lifting/Safe Lifting/Ergonomics, Lock out/Tag out Program. • Job Hazard Analysis/Job Safety Analysis/Employee Right to Know. • Emergency Action and Preparedness.
Fire Protection, Engineering and Appraisal Services
Gallagher’s fire protection, engineering, and appraisal services can help maximize safety and minimize risk and loss through property surveys, fire prevention training, and building planning code compliance reviews. In addition we offer:
• Property Loss Control Account Coordination. • Plan Review for New Construction. • Photographic Property Inventory (if desired). • Disaster Recovery Assistance. • Additional Services: Regulatory Compliance Audits Security System Analysis Infrared (thermo graphic) testing of electrical equipment Boiler & Machinery jurisdictions assistance Provide assistance with underwriting and engineering issue.
Arthur J. Gallagher Risk Management Services, Inc.
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Wellness
• Locally Gallagher has two full-time wellness staff available to help the City evaluate, enhance, and build programs designed to promote employee wellbeing, culture, and healthy living. • Gallagher provides weekly wellness newsletters highlighting healthy lifestyle, nutrition, and exercise.
Most Loss Control Services are provided by the LMCIT. In our office, Mary Wells is available to provide risk management services with an expertise in Workers Compensation that go above and beyond the LMCIT capabilities. A service plan will be developed in coordination with the City of Northfield for what services will be available incorporated within the Risk Management Fee.
What are the transition expectations if the City uses your service? Transition Expectations are as follows:
• Execute Agent of Record letters to all markets. • Review all current policy records. • Discussion of marketing options for coverage renewal and risk exposures not currently insured. • Agree on a marketing/renewal plan and timeline of implementation. • Review and discuss summary of any Large Losses. • Deductible analysis, loss stratification, and claim review. This will help us determine the optimal program structure based upon your risk profile, contemplating your risk management philosophies. • Review self-insurance possibilities and willingness to absorb and retain risk. • Review values on exposures to make sure they are adequately insured. Revise if over-insured/under insured. • Discuss ways to enhance current insurance and risk management program including detailing any potential gaps in coverage.
In order to get a better understanding of the City and its risk appetite we would need to interview key positions within the organization such as:
• City Administrator • Finance Director • Human Resources Director • Safety Director
By interviewing key stakeholders within the organization we could prepare our risk strategy for the next five years and position our renewal and risk management planning around the strategic vision of the City.
Arthur J. Gallagher Risk Management Services, Inc.
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Timeline of Transition: Week of April 15, 2013
Gallagher completes first formal discussions of the City of Northfield to discover exposure to risk, risk appetite, current programs, and status of organizational behavior toward safety, return to work, hiring, and claims mitigation.
Program Analysis
• Deductible/Retention Analysis • Exposure/Coverage Analysis • Review of Claim Audit Results • Evaluation of Property Schedule
Week of April 22, 2013
Pre-Planning Meeting
• Daily followup and dialogue between Gallagher and the League of Minnesota Cities • Gallagher and the City Northfield begin assessing Loss Prevention and Claims Services needed and formulate a plan for implementation using the League of Minnesota Cities’ resources and Gallagher’s expertise. • Ongoing communication between the City of Northfield and Gallagher
April 30, 2013 – Goal Date for Gallagher’s completion of the following:
• Certificates of Insurance completed and mailed/electronically delivered. • Claims contacts and instructions identified and communicated to necessary Northfield personnel. • Closure of any other outstanding items
May 1, 2013 – New Program Begins
Arthur J. Gallagher Risk Management Services, Inc.
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After the risk assessment is complete, how does your organization formulate a long term risk management strategy for the next five years?
Formulating a long-term strategy begins with communication and excellent service between the City and Gallagher. In order to successfully implement a strategy we would need to build out a service plan that engages key stakeholders within both organizations. The beginning stages of the strategy would encompass the following steps:
• Communicate findings to key stakeholders within the City from the assessment process. • Develop long-term strategic planning solutions based on the previous loss history, inherent risk of the organization, and the strategic five-year vision of the City. • Develop a comprehensive return-to-work program that encompasses but is limited to: Hiring procedures and job descriptions Accident investigation Pre-Shift Five-Minute Meetings Health Clinic Selection for post injury treatment Claims Coordinator training • Provide training and education on areas of loss through the League of Minnesota Cities and Gallagher. • Provide quarterly reviews of losses. • Advocate on behalf of the City losses with the LMCIT. • Focus on risk management, wellness, and loss control activities that will bring down the City’s overall cost of risk. • Evaluate the performance of Gallagher on an annual basis. Discuss opportunities for improvement within service, loss mitigation, communication, and education to the City.
Arthur J. Gallagher Risk Management Services, Inc.
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Please comment on your anticipated involvement in monitoring and assisting in claims preparation, management, negotiation, and settlement.
Gallagher’s claims oversight and assistance for the City of Northfield is crucial to receiving the maximum value from your coverage through:
• Reviewing and/or setting up special handling instructions with the LMCIT to ensure clear communication and handling of your claims. • Claim management for an effective and efficient process, including establishing a plan to bring claims to an equitable conclusion. • Using our claim manager’s vast legal network, we will assist in complicated claims to prevent or reduce litigation. • Provide analysis and advocacy on disputes for large losses or denied claims. This will allow the City of Northfield to weigh options before determining final decisions. • Coordination with you, your insurers, and vendors to ensure exceptional service and quality recommendations. • Quarterly on-site claim reviews/audits to manage claims, mitigate risk and follow up on established timelines toward claim closure. • Various training and seminars specific to recommendations and organizational review. • Research, advice, and advocacy using the vast network of resources at Gallagher’s disposal including our Claims Advocacy Practice Group. • Catastrophic claims management until closure.
Although our claims department handles all lines of claims, we specialize in Workers Compensation. Workers Compensation Cost Containment is where we can make an immediate impact and see immediate and ongoing results. We accomplish this by reducing costs, improving service, streamlining processes, and procedures to save time and money. Regular communication and updates allows us the ability to reduce costs and provide insight and feedback that impact your bottom line.
Areas we analyze:
• Medical Providers • Vendor Communication • Employee Roles & Responsibilities • Supervisor Roles & Responsibilities • Claim Adjuster Roles & Responsibilities
Once our analysis is complete, we meet with you and the appropriate people to develop a service plan. By holding one another accountable we can ensure all team members are meeting their goals and providing the services promise.
Arthur J. Gallagher Risk Management Services, Inc.
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What services would you classify within the fee income and what services would you classify outside the fee income? List your fees for any additional services which may exceed the scope of duties and responsibilities contemplated within the set fee?
Arthur J. Gallagher & Company of Minnesota, Inc. is comfortable offering services on a fee basis. In most cases, the fee is determined by consideration of the following:
• Time involvement on the account. • Number of personnel involved. • Normal commission revenue that would have been generated under agreement with LMCIT. • Specific use of Risk Management Services – claims and loss prevention. • Travel required and other expenses.
Our intent is to partner with the City of Northfield in an effort to build the best risk management program available. Our compensation contemplates all of the services outlined in this proposal which include the following:
Administrative Services and Responsibilities
• Prepare material for various meetings throughout the year. • Plan ahead with timetable and advise you on any changes. • Market and present annual renewal review according to your instructions. • Provide pricing and coverage options and provide input into various decision scenarios. • Review all policies and endorsements prior to delivery of contracts to assure accuracy and avoid errors or omissions to the program. • Attend and initiate claim review and loss control meetings as necessary. • Negotiate and design policy forms and terms in conjunction with excess carriers. • Serve as liaison, when necessary, between you, the insurer, and/or claims/loss prevention. • Clarify coverage questions from individual locations, when necessary. • Prepare invoices and assist in any necessary allocation of premium • Field all questions during the year from all key employees and risk manager. • Prepare updated schedules of insurance. • Present Annual Stewardship Report. • Provide a Services Timeline.
Arthur J. Gallagher Risk Management Services, Inc.
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Professional Consultation Services
The ongoing provision of professional consultation, creativity, and advice to staff on such matters as:
• Special exposure handing (i.e., new contracts and updating exposure on current program). • The availability of, and initiation of, coverage for such special situations, and increasingly, possibly placing separate policies for coverage outside of current program. • Interpretations of existent coverage. • The desirability/feasibility of program alterations. • Strategic planning including executive policy review and other needs • Provide data to auditors as requested. • Keep risk manager abreast of any articles, news reports, or any other periodical that could, or does, affect their program. • Analyze international opportunities/ventures of client, if applicable.
Claims Advocacy
Our claims consultants serve as your advocate in the design, implementation, and administration of your claims program. We will assist in:
• Providing routine claim status reports. • Following up with carriers/claims administrator for problem resolution such as timely bill and indemnity payments, prompt and thorough investigations and disposition. • Special handling agreement negotiation and preparation. • Intervening on behalf of the City of Northfield with regard to claim handling and coverage disputes. • Serving as a general expert consultative resource for questions, troubleshooting, brainstorming, and for determining future plans of action. • Serving as a strategic resource on behalf of the City to ensure the claim administrators adherence to program standards. • Assisting in the evaluation of defense counsel. • Participating in litigation oversight and management as directed and as appropriate.
We are assuming you will be working with one broker on your entire program to maximize efficiencies and achieve the best possible rates. Based on current clients of similar size and the service expectations outlined in your Request for Proposal, we are committing to an annual fee of $12,000 with a first year fee pro-rated at $8,000.
Gallagher’s fee income includes utilization of our Risk Management Consulting and Claims Advocacy Services.
Arthur J. Gallagher Risk Management Services, Inc.
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Personnel Information
Our team structure with names of our account service team, each member’s service role, including their qualifications, credentials, experience, responsibilities, and specifically, work with other public entities is included below.
The team responsible for servicing the City will be led by Cody Marks, working closely with Ann Stanton, Account Manager, and Mary Wells, Vice President of Risk Management. David Howard, Gallagher’s local Public Entity Niche Leader, and Dorothy Gjerdrum, Gallagher’s National Public Entity Leader, will provide oversight and coordination with the practice group. The account team and City will determine a service and marketing schedule. Through the use of carefully developed processes, we strive to reduce the administrative burden on your staff when renewing your program. We have helped develop applications for each party’s use that have been accepted by the LMCIT.
Insuring data security, we communicate globally through an on-line portal via our nationwide computer system which is Sarbanes-Oxley compliant. Technical support is provided at both the corporate and branch level. All policies and correspondence are scanned into electronic files for efficiency. Our Citrix program allows for remote computer access by employees to e-mail and files when out of the office.
Cody Marks, MBA, MEHS Area Assistant Vice President Phone: 952-358-7574 Email: [email protected]
Upon graduation of the Master’s of Environmental Health and Safety program at the University of Minnesota Duluth, Cody worked for SFM, the largest Workers Compensation company in Minnesota, as a Loss Prevention Engineer for five years. Cody was quickly promoted to a Senior Consultant while working with public schools, nonprofits, manufacturing companies, and health care facilities throughout the upper Midwest. While at SFM, Cody earned a Masters of Business Administration from Hamline University graduating with a 3.7 GPA.
Throughout his career, Cody has focused on helping companies and public entities reduce loss, prevent injury, and build effective and efficient programs that enhance culture and reduce risk throughout organizations.
Since joining Arthur J. Gallagher, Cody has focused on developing and administering risk management programs for public entities and manufacturing facilities throughout Minnesota. He has become a strong client advocate and maintains excellent relationships with the many insurance markets that Arthur J. Gallagher represents.
Cody’s key areas of expertise include:
• Extensive Workers Compensation, return to work, safety, and risk management program enhancement • Proactive strategies that lead to favorable safety and claim performance • Proven negotiation skills resulting in competitive Property Casualty programs for clients • Exemplary service to clients, bringing new ideas and leadership to organizations, while developing programs ahead of future challenges
Arthur J. Gallagher Risk Management Services, Inc.
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David Howard, CPCU Area Executive Vice President, Branch Director, Public Entity & Scholastic Division Phone: 952-358-7523 Email: [email protected]
David’s 30-year tenure at Gallagher goes above and beyond servicing clients and leading teams. As Branch Director in the Public Entity and Scholastic Division, David has developed strategies for municipalities to drive down cost, build effective and efficient programs, and bring innovative ideas to the marketplace. His clients include counties, municipalities, school districts, and colleges and universities.
Major Activities
• Develop cost-effective strategies to address client risks • Work with you to establish goals, strategies, marketing, and renewal objectives • Lead strategic risk management planning sessions and client meetings, provide reports and presentations • Coordinate program design and insurance marketing • Insurance negotiations including the specifications, design, marketing efforts, carrier negotiations, and program structure/policy design • Ensure the quality of Gallagher resources, coordination of services • Communicate with you on special projects, work plans, and other relevant management issues • Assist in developing reports to senior management on the status, progress, and achievements • Provide market analysis and forecasts by line of coverage • Establish and implement Broker Service Plans
David is a graduate of Gustavus Adolphus, Chartered Property Casualty Underwriter (CPCU), active member of Minnesota PRIMA, and member and former president of the St. Louis Park Rotary Club.
Ann Stanton Account Manager Phone: 952-358-7505 Email: [email protected]
Ann joined Arthur J. Gallagher in 1982 working at Gallagher’s home office in Itasca, Illinois. She held a number of different positions serving clients in standard commercial lines, marketing, self-insured school district pools, and construction units. After taking a break to raise her children, she returned to the Gallagher office in Minnesota in 2006.
Ann is responsible for the day-to-day service activities for Gallagher’s Public Entity clients. She works closely with the League of Minnesota Cities to develop processes that will reduce the administrative burden for our municipal customers. Ann is available to answer client questions, process renewal and new business, process changes in auto/equipment/property schedules, issuing certificates of insurance and other municipal client needs, and will attend City Council Meetings when requested.
Ann is a licensed insurance producer in the state of Minnesota.
Arthur J. Gallagher Risk Management Services, Inc.
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Mary Wells Vice President, Risk Management Phone: 952-358-7543 Email: [email protected]
Mary has over 20 years’ experience in the insurance industry specializing in Workers Compensation for multiple jurisdictions. She has worked on the carrier side as well as Workers Compensation Operations for a self-insured employer and TPA.
In addition to managing the risk management services department, Mary assists Gallagher clients in their efforts to prevent injuries and control claim costs. Mary uses effective claim management and cost containment techniques tailored to individual client needs. She coordinates and participates in claims reviews, facilitating working relationships between the client and the insurer and assisting with implementation of safety, return-to- work, and cost containment programs. Mary uses her unique set of skills to help clients understand the claims system, identify opportunities for improvement, and find practical solutions to long-standing or complex problems.
Mary also develops, arranges, and presents numerous seminars on a variety of topics for clients of Arthur J. Gallagher Risk Management Services, Inc.
Mary graduated summa cum laude from Cardinal Stritch University of Wisconsin with a Bachelor of Science in Management degree. She is a member of SHRM (Society for Human Resource Management), MSNRHM (Minnesota Society of Healthcare Risk Managers), and RIMS (Risk and Insurance Management Society) on the seminar committee, and Secretary on the Minnesota Workers Compensation Symposium Board.
List Principals in firm and denote those who would work with the City of Northfield.
Though publicly-traded, Gallagher has always been a family-run corporation started by Arthur J. Gallagher in 1926 and continuing today with his grandson, J. Patrick Gallagher. Locally, Gallagher is run by Wes Van Der Voort with its local Public Entity niche headed up by David Howard.
Once the process has been completed the City of Northfield team will be headed by Cody Marks and David Howard. The team will also include Mary Wells, Vice President of Risk Management and Ann Stanton as the Account Manager.
List the number of clerical/support staff in service office.
37 clerical/support staff in Gallagher’s Minnesota office.
Discuss the claims process as it relates to your firm.
In addition to what is detailed on pages 13 and 16, the LMCIT has an on-line claims process which is a very effective and efficient way to handle claims. They are able to set up and begin administration of the claim within 24 to 48 hours of receipt. Gallagher will help you with filing of your claims if you need assistance. In addition, Gallagher will utilize our Claims Advocacy group which includes in-house claims counsel for any coverage disputes or complex claims.
Arthur J. Gallagher Risk Management Services, Inc.
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In no more than 100 words, offer any additional information related to why your firm should be the City of Northfield selected Broker?
By the City of Northfield electing Gallagher to represent itself in the market you will receive a broker with a national focus on public entity business who understands your risk.
We have a network of people throughout the country with access to public entity trends; have built an excellent relationship with the League of Minnesota Cities, and take pride in our long lasting relationships with Public Entity business throughout Minnesota. Our ongoing communication and customer service will provide industry leading expertise that will lower your overall cost of risk.
To get an outside opinion on the strength and breadth of Gallagher please contact any of the enclosed references.
Arthur J. Gallagher Risk Management Services, Inc.
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Premium Volume & Errors & Omissions
What is your Annual Premium Volume by Coverage Area?
• Property/Boiler Machinery $24,000,000 • General Liability $10,000,000 • Auto Liability $3,000,000 • Public Officials/E&O $100,000 • Crime $500,000 • Workers Compensation $18,000,000 • Professional Liability $4,000,000
Insurance Company Information – List of Top Carriers.
Arthur J. Gallagher Risk Management Services, Inc. (Minneapolis)
• Liberty Mutual $30,000,000 • Chubb $11,000,000 • Travelers $7,000,000 • Hartford $5,000,000 • Fireman’s Fund $4,000,000 • League of Minnesota Cities Insurance $3,500,000
Arthur J. Gallagher & Co. – National
• AIG $1,000,000,000 • Liberty Mutual $800,000,000 • Travelers $650,000,000 • Zurich $400,000,000 • Chubb $300,000,000
Errors and Omissions insurance carried by our firm.
Each Wrongful Act: $20,000,000/$20,000,000 Aggregate
Names of governmental entities insured by the agency through the LMCIT during the last five years. For each client reference, include the scope of service, time performed, and name, title, address and phone number of the principal contact.
As indicated on page 4 we currently work with several LMCIT members. Due to confidentiality agreements with our clients we are unable to disclose the scope of service, time performed, and the name, title, address, and phone number of each principal contact. However, feel free to reference the list on page 4 and contact the municipalities finance director. Information on how to reach City finance personnel can be found on the municipality or public entity website.
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx 21 21 City of Northfield
References
Public entity references including coverage/service, contact name, title, address & telephone number.
1. City of Bloomington We are the broker for all the Property/Casualty commercial insurance lines for the City of Bloomington. We are responsible for placement of coverage as well as serving as their consultant on all related matters. The relationship includes working through their renewal workbook, helping navigate claims and meeting with key members of the city to analyze the exposures specifically Bloomington. The City has been a client since 2009. Amy Larson, Esq. Risk Manager 1800 West Old Shakopee Road Bloomington, MN 55431 952-563-4932
2. City of Inver Grove Heights
We are the broker for all the Property/Casualty commercial insurance lines for Inver Grove Heights. We are responsible for placement of coverage as well as serving as their consultant on all related matters. This includes working through their renewal workbook, helping them navigate claims and meeting with key members of the city to analyze the exposures specifically inherit to Inver Grove Heights. Recently we have helped to place Builders Risk coverage for their new Swing Bridge project. The City has been a client since 2000. Bill Schroepfer Accountant 8150 Barbara Avenue Inver Grove Heights, MN 55077 651-450-2502
3. City of Hutchinson and Hutchinson Municipal Utilities
We are the broker for all the Property/Casualty commercial insurance lines for Hutchinson and Hutchinson Municipal Utilities. We are responsible for placement of coverage as well as serving as their consultant on all related matters. This includes working through their renewal workbook, helping them navigate claims and meeting with key members of the city to analyze the exposures specifically inherit to Hutchinson. The City has been a client since 2008. Jeremy Carter Finance Director 111 Hassan Street, SE Hutchinson, MN 55350 320-587-5151
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx 22 22 City of Northfield
Agent of Record
Arthur J. Gallagher & Company of Minnesota, Inc. is comfortable offering services on a fee basis as outlined in a previous section. Agent of Record letters will be provided to you upon request.
We look forward to partnering with the City of Northfield.
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx 23 23 City of Northfield
Non-Collusion Certification
This Proposal has been developed solely by Arthur J. Gallagher Risk Management Services, Inc. and is submitted independent from any other broker.
The contents of this proposal have not been communicated to anyone other than the representatives for the City of Northfield.
Arthur J. Gallagher Risk Management Services, Inc.
R:\RFP\23062.docx 24 24
March 25th, 2013
Prepared for
City of Northfield, Minnesota
Presented by: Matt Sewich, CIC Partner / P&C Producer Heartman Agency, Inc. Team Commitment
Heartman Agency, Inc.’s property and casualty division is committed to developing long-term partnerships with our clients in an effort to develop and maintain effective loss control and safety programs. To support this goal, we will assign a team of professionals that is ready to meet your needs. From initial planning to ongoing implementation, the team provides exceptional service, and will help you manage your claims and loss control exposures.
The City of Northfield Team
Matt Sewich, CIC, Account Executive Matt is responsible for coordination of all client service activities for the City of Northfield. He specializes in reducing insurance costs by developing written action plans to identify goals, coordinating strategies to prevent injuries, improving safety and claims management systems, and monitoring progress on identified goals.
Gresina Cole, CIC, Account Representative Gresina’s primary role is to assist the City of Northfield with its day-to-day account service activities and requests, including correspondence, account file maintenance, certificate requests, etc…
Jessica Herrera-Carlson, Claims Management Specialist Jessica is your contact person for claims reporting. This includes making the initial submission of your claim and following-up with insurance company claims personnel to ensure your claim is underway. We provide superior communication and personalized service for our clients.
Jessica monitors your claim status, handles claims investigation and management, and conducts claim reviews. Jessica’s objective is to manage our clients’ risks by providing early investigation, utilizing unique strategies and ensuring aggressive claim handling. http://www.heartman.com
Page 2
Information on the Firm
Name of Firm: Heartman Agency, Inc.
Branch Office: Northfield
Address: 1186 Highway 3 South – Northfield, MN 55057
List Prior Names of Business if changes have been made: None
Telephone Number of Office: (507) 645-5693
Fax Number: (507) 645-8539
Number of Years in Business:
50 Years as of March 13th, 2013
In July, 2013 we will have been in Northfield for 34 years.
Describe your firm’s experience and expertise regarding public entity risks by relating the markets to which the firm has access, the information technology capabilities of your firm, other public sector clients with whom you have a relationship and which of the clients are self-funded.
The Agency does part or all of the insurance for six other Cities and public entities. We have also bid on other Cities in the past and so we have some experience with the League’s self-insured fund. Also with another City we write a separate Equipment and Machinery policy that gave that City the coverage they desired for such things as their Ice Arena, Treatment Plant amongst other buildings. We accomplished this with a separate carrier from the League.
As for technology we have been paperless since 2004 and we have a state of the art computer management system and a full-time technology manager on staff. We also will soon implement a client-focused online system for our clients that will allow them to keep their OSHA logs online and they would also have access to other loss control and procedural material.
Describe the steps you would take in reviewing our current program and designing changes in the program. Include specific techniques and procedures your firm may use to assist in identifying current and anticipated new loss exposures to the City. Describe the Loss Control and Risk Management offered by your firm.
The first step is to review the current policy in full and get a full understanding of what the City has in place and what the exclusions are. We would want to review a ten-year loss history to identify where the problems (if any) and successes are. We would also like to review the current experience modifier and make a projection for 2014 based on the current modifier and claims.
From this point we can discuss coverage options such as limits or coverage and deductibles. We can also explore other options for desired coverage, such as we did in the Equipment and Machinery example above.
What are the transition expectations if the City uses your services?
Certainly nothing time consuming for the City, as noted above we would want to review the current policies in full and review the current loss control practices and rationale with current administrator and insurance carrier.
Page 3
After the risk assessment is complete, how does you organization formulate a long-term Risk Management strategy for the next five years?
Analyze the claims…what loss mitigation services are available? Which have been used? We would also look for coverage gaps and propose solutions.
Meet with my contacts at the City on a regular basis to discuss potential controls and solutions.
We would also want to review the current contracts that City has in place and specifically the ones that require risk transfer and make sure those requirements are coming in where they need to for the City’s protection.
Please comment on your anticipated involvement in monitoring and assisting in claims preparation, management, negotiation and settlement.
We expect all workers compensation claims to be filed directly with the carrier, in most cases the client can do this online with the carrier. We would then expect communication between us and the carrier on claims. This client directly notifying the carrier process is utilized to get the claims in on a timely basis to avoid fines and penalties for late-reporting.
All other claims can be reported to the Agency or direct to the carrier with copies to us, as the City desires.
What services would you classify within the fee income and what services would you classify outside the fee income? List your fees for any additional services which may exceed the scope of duties and responsibilities contemplated within the set fee?
Services within the fee include coverage review, regular meetings as the City requests (quarterly, monthly, etc…), property valuation review, loss analysis, premium negotiations and annual bidding if the City desires.
Out of fee services would include helping develop safety programs and more formal property valuations of property. The fee proposed is based on the information disclosed to me in regards to the coverage disclosed to me and the premium volumes by line of business.
Page 4
Personnel Information
Provide the names, professional qualifications and educations background of the Account Executives and key support personnel who would be responsible for our account:
Branch: Northfield
City of Northfield Contacts: Matt Sewich, CIC, Charles Sewich, CIC, Gresina Cole, CIC, Jessica Herrera-Carlson
Total Personnel: Seven employed locally.
Licensed Brokers: All seven staff members locally are licensed.
Claims Administration: One, Jessica Herrera-Carlson
Safety/Loss Control Personnel: Coordinated with insurance carriers.
Licensed Insurance Consultants: All seven staff members locally are licensed.
Licensed Excess & Surplus Lines Broker: None
National: Four total offices, others located in Rochester, Faribault and Austin.
Total Personnel: Forty-Five.
Licensed Brokers: Forty-Two.
Claims Administration: Four, one in each office.
Safety/Loss Control Personnel: Coordinated with insurance carriers.
Licensed Insurance Consultants: Forty-Two.
Licensed Excess & Surplus Lines Broker: One.
Page 5
Agency Personnel Information
List Principals in firm and denote those who would work with the City of Northfield:
Matthew Sewich, CIC – would work directly with the City of Northfield.
Fritz Banfield
Grant Wilson, CIC
List the number of clerical/support staff in service office:
There are five support staff in the Northfield office.
Discuss the claims process as it relates to your firm:
We deal with workers compensation claims on an as-needed basis by monitoring open claims, inquiring with the carrier on status and expected outcomes. With claims on all other lines we work directly with the client on getting the information and turning the claim in. We can offer forms and other materials to help with this process.
In no more than 100 words, offer any additional information related to why your firm should be the City of Northfield’s selected broker:
Our Agency has the experience to service the City’s needs on a local basis. We are accessible to the City as we have an office here and we live here. We work with other self-insured funds and so we have experience in that arena as we understand how they operate compared to other insurance markets available to our customers.
We have good experience on these sizes of accounts working with these clients to budget for their insurance expenses, address their loss control needs and marketing their account.
We also have the Agency-size to provide backup staff when the situation warrants.
Page 6
Insurance Company Information
Commercial Property/Casualty (list your top 5 companies by premium volume written and indicate the dollars of premium written): Cincinnati Insurance Companies ($6 million), Auto Owners ($3 million), Selective Insurance Companies ($2.3 million), United Fire & Casualty Group ($1.3 million), and Grinnell Mutual ($1.2 million)
Branch: Northfield
What is your Annual Premium Volume by Coverage Area? (Excluding Personal Lines & Life & Health)
Branch National
Property / Boiler Machinery $1.2 million $10.5 million
General Liability $1 million $10 million Auto Liability $1 million $10 million Public Officials / E&O $50,000 $400,000
Crime $50,000 $400,000
Workers Compensation $1.2 million $10.5 million
Professional Liability $50,000 $450,000
*These are estimated averages
Names of government entities insured by the agency through LMCIT during the last five years. For each client reference, include the scope of the service, time performed, and name, title, address and phone number of the principal contact person.
City of Austin, Minnesota Tom Dankert – Administrative Services Director 507-437-9959
Austin Utilities Ann Christianson – Finance Manager 507-437-0841
City of Clarks Grove Kathy Jensen – City Clerk 507-256-4106
City of Mapleview Arthur Kuchera – City Clerk 507-433-5778
City of Myrtle Greg Hummel – City Clerk 507-448-0042
City of Lyle Di Witt – City Clerk 507-325-2311
Page 7
References
List three references:
Entity: College City Beverage Coverage / Service: Property & Casualty lines of coverage Contact (Name, Title, Address & Tel. No.): Christopher Sawyer President 700 Railway Street South – Dundas, MN 507-645-4106
Entity: Laura Baker Services Coverage / Service: Property & Casualty lines of coverage Contact (Name, Title, Address & Tel. No.): Sandi Gerdes Executive Director 211 Oak Street – Northfield, MN 507-645-8866
Entity: Rebound Hospitality Coverage / Service: Property & Casualty lines of coverage Contact (Name, Title, Address & Tel. No.): Brett Reese CEO 1325 Armstrong Road – Northfield, MN 507-645-5501
Page 8
City of Northfield Agent of Record RFP Fee Proposal
Coverage Fee May 1 – December 31, 2013 $13,500
January 1 – December 31, 2014 $23,500
January 1 – December 31, 2015 $23,500
January 1 – December 31, 2016 $23,500
*Fees are based solely on the policies that have been disclosed to me, which are a Package policy and a Workers Compensation policy
Present Limit of Errors & Omissions Coverage in place for Heartman Agency, Inc.:
$2,000,000 Each Claim
$4,000,000 Aggregate
Page 9 Heartman Agency, Inc. Information Sheet
Heartman Agency, Inc.
1186 Highway 3 South - Northfield, MN 55057
Telephone: 507-645-5693 - Fax: 507-645-8539 http://www.heartman.com
City of Northfield Primary Contact:
Matt Sewich - Partner / P&C Producer - Mobile Telephone: 612-598-4776
E-mail: [email protected]
This proposal was prepared and submitted by Matt Sewich on March 25th, 2013
This proposal is not a substitute for your insurance policies. Determination and/or application of coverage is totally dependent upon the circumstances surrounding the occurrence and the allegations within the claim and/or lawsuit.
Agent of Record Date: May 1st, 2013
Heartman Agency, Inc. is a privately held organization and considers all information contained herein to be proprietary.
ALL INFORMATION DISCLOSED IN THIS PROPOSAL IS BEING SUBMITTED WITH THE UNDERSTANDING THAT IT BE KEPT CONFIDENTIAL WITHIN THE CITY OF NORTHFIELD INTERNAL BRANCHES.
Signature: ______
Page 10 WORK SESSION
Date of City Council Meeting: April 09, 2013
To: Mayor and City Council
From: Tim Madigan, City Administrator
Subject: Review of the Capital Improvement & Equipment Replacement Plans 2013-2017
Action Requested:
The Northfield City Council reviews the adopted CIP & CEF to gain a better understanding of their contents and how the planning process works. In addition, provide input to staff as we prepare the 2014-2018 plans.
Please bring your copy of the current budget book, which has the CIP/CEP in it under tabs eight and nine.
Summary Report:
Each year the City Council adopts a new set of multiple year plans related to infrastructure improvements and replacement of capital equipment. These plans assist the City in planning workloads and financial commitments.
The plans help to balance the need for investment in infrastructure and equipment, with the ability to pay. Recently, more emphasis has been placed on investment in city streets. We have changed the street improvement strategy to go beyond reconstruction of streets to include reclaim and overlaying of streets. Plus, we are expanding the seal coating and crack filling of streets to extend their life.
This strategy is increasing the mileage of streets that can maintain in an acceptable condition. There has also been a commitment to ongoing increases in funding for infrastructure projects in order to provide a stable financing method to maintain our 83 miles of streets.
As noted, this meeting is to review the current plans and to receive input in the development of the revised plan.
The Council has expressed interest in reviewing the MnDOT study for Highway #19 from I35 to the east of Northfield. Materials on this topic will be presented at the meeting.
At the work session, staff will present updated CIP maps for scheduled projects with some potential adjustments.
Alternative Options:
The main alternative to the use of multiple year plans is to use a year to year process for determining infrastructure needs and financing. This option will save the work of updating the Plans and tracking the various projects. The downside is that there would not be a long term perspective on the investment in the City’s major capital assets.
Financial Information:
Both the CIP/CEP have financial sections which reflect the allocation of funds from various sources for the funding of projects and equipment. The updated Debt Study, which will be presented to the Council in the near future, will compliment this information.
Timelines:
Following this Council update and review, City staff will begin working on revisions to the Plans for Council consideration as part of the budget process.
Attachments:
Support materials are not included in the paper packet, but are available on line on the City Web Site at: http://www.ci.northfield.mn.us/index.aspx?NID=118.
INTRODUCTION & BACKGROUND
A capital improvement plan, or CIP, is a long-range plan, usually five or more years, which identifies capital projects and equipment purchases, provides a planning schedule and identifies options for financing the plan. Use of a CIP -
. Allows for a systematic evaluation of all potential projects at the same time. . The ability to stabilize debt and consolidate projects to reduce borrowing costs. . Serve as a public relations and economic development tool.
The CIP provides a listing of projects with estimated costs along with proposed financing. The projects shown for the first year are more defined in terms of cost estimates and financing than those in subsequent years. Future years’ projects are subject to change. The CIP is a plan. It does not approve project expenditures nor authorize the commitment of funds.
The Mayor and City Council have devoted a significant amount of time to capital planning issues. While the City’s use of a Capital Improvement Plan (CIP) has had various periods of ebbs and flow over the last decade, a concerted focus has been placed on this area in recent years. Years ago the City did not have a pavement management plan in place for the maintenance and reconstruction of City streets. In 2002, 2003 with the City facing significant financial burdens the city’s street program was abandoned. The replacement and maintenance of City facilities has had an equal history of sporadic planning.
The development of recent years’ plans has focused on the following: . Balances the capital needs with the available resources (including debt capacity) that will provide an orderly and affordable approach to the acquisition and maintenance / replacement of capital assets; . Tie-in to the City’s long-range financial planning process; . Tie-in to the City’s Council’s goals; . A CIP document that provides the community at large with sufficient information to understand the City’s needs in order to provide feedback.
The 2012 goals adopted by the City Council:
Develop long term sustainable financial framework.
Implement GreenStep cities program: The GreenStep cities program includes categories and action steps which encompass our previous goals of managing land, natural resources, conserve energy, and transportation 2013 – 2017 CIP Page 1 2013 – 2017 CIP Page 2
Develop and implement communication policy
Ensure excellent public service delivery and public facilities: The goal was revised to capture the intention to provide excellent services along with the facilities which make that possible
Involve citizens and groups in the work of the city
The five-year capital improvement program is a significant planning document. It provides important information to the community, vendors, outside agencies and other interested parties on both major and minor projects planned and an estimate on how they will be financed. Over the last four years, a number of significant achievements have been reached. Implementation of the Street Improvement Program is well established at this point. The Pavement Management Program, an updated Special Assessment Policy and the Ehlers Debt Study have all been key components. The Debt Study has been the most recent tool employed and established the available dollars available through the improvement bond debt levy for the next five years. This portion of the levy has been capped at no more than a 3% annual increase. Resources for the street reconstruction portion of the program have been supplemented by the City’s utility enterprise funds paying a share of the street reconstruction cost under the concept of proper cost allocation. This approach is incorporated into all of the street reconstruction projects shown in the plan. Sustainability of this piece and its impact on the utility enterprise funds will need to be monitored.
A gas and electric franchise fee has been studied as a funding source, and the franchise fee agreement currently being negotiated with Xcel includes language to allow the fee. However, no proposal to implement a franchise fee has been developed.
As opportunities arise, the Public Works Department / Engineering Division will incorporate the principles set forth in the recently adopted Complete Street Policy. In particular, the City will work to improve the friendliness of Northfield streets for all users, including users of non-motorized transportation by improving the connectivity of non-motorized facilities, consistency with the adopted Safe Routes to Schools Plan, and to Northfield’s Green Step Cities goals. In addition, air quality and storm water management enhancement will be a goal of a thorough and active tree planting / replacement program.
Placeholder (projects) and (projects in) the Parking Lot: Some projects detailed in the CIP are placeholders – meaning, they are known, but will require additional study. This could include scope, timing or examining alternatives and / or financing. Examples of placeholders are the Library expansion project and the Fire Facility. Both projects are included with rough estimates of costs based upon previous studies or discussions. They are to be viewed as “known,” but subject to change in the future. Downtown enhancements and Streetscape projects are also regarded as placeholders.
Projects assigned to the Parking Lot are those that are known and have been discussed, but have not been sufficiently defined in order to estimate costs or financing. They could also be subject to a wide variety of options. Projects that do not appear in the CIP, but are known and have been assigned to the parking lot include the Skateboard Park, downtown parking lot(s)
PROJECTS PREVIOUSLY ASSIGNED TO THE PARKING LOT:
Grade Separated Crossing at the Q-block includes the construction of a pedestrian bridge between 2nd and 3rd Streets along with remediation of any lost parking. At this time, there are no cost estimates and the funding stream is not identified. Because of this, the project is on hold.
TH19 Grade Separated Crossing at MOM includes the construction of a pedestrian bridge at Orchard Street. At this time, there are no cost estimates and the funding stream is not identified. Because of this, the project is on hold.
Viking Terrace Pedestrian Bridge Replacement has been removed from the active project list and moved to the Parking Lot at this time while alternatives can be explored. The current bridge empties into a private parking lot which is not ideal. Alternate access means and locations will be explored.
Unscheduled projects to be driven by future development:
Land Purchase in NW area - Acquisition of land for location of elevated water storage facility to serve northwest area of the City.
Elevated Storage in NW Pressure Zone - Project entails the construction of a new water storage tower in the northwest section of the City.
Water Main Trunk Over-sizing – Project entails the construction of water main that will service the northwest section of the City. .
Storm Water Management Facilities, NW Area – Project entails the construction of storm water facility improvements for the northwest section of the City.
2013 – 2017 CIP Page 3 2013 – 2017 CIP Page 4 The annual sidewalk and trail maintenance program was removed from the CIP altogether last year. The costs are considered operating costs and are part of the General Fund’s operating budget.
Expanding the Planning Process – the Council has discussed having a separate, longer-range Facilities Maintenance Plan for more routine maintenance projects and to monitor the upkeep of existing facilities. A twenty to thirty year plan would allow the full cycle of roof replacements, HVAC units and other significant maintenance costs to be known. Such a plan would also provide a framework to develop adequate financing for those improvements over time. The same is needed for park facilities – playground structures, shelters, etc. The third area involves technology and related equipment. Planning for all three of these areas has been initiated. Continued development of the plans will occur through the middle of 2013. These areas have been segregated for several reasons: 1) to provide a more focused target area that allows more concentrated effort by fewer staff members; 2) the areas tie into specific fund operations and financial resources; and, 3) will help facilitate the financial impact analysis. At this time, we hope to have draft documents available for review next fall.
Content and Organization of the Capital Improvement Plan: Plan Summary of Estimated Project Costs and Financing City Facilities City Streets & Related Infrastructure City Enterprise Operations Community Enhancements Economic Development and Housing & Redevelopment Authorities
Individual projects are summarized for each category. Background information and related information (guiding master plans / studies) are provided to help the reader understand the context for the proposed project(s).
Appendix A provides a summary background on how major capital project are financed.
2013 – 2017 CIP Page 5 2013 – 2017 CIP Page 6
City of Northfield 2013 - 2017 Capital Improvement Plan Summary of Projects
Category Project Name and Description 2013 2014 2015 2016 2017
CITY FACILITIES: City Hall - Roof Replacement Backup Generator 125,000 Renovation - Office reconfiguration / bathrooms and hallway 430,000 50,000 Boiler Replacement Public Safety Facility Land purchase & construction of new facility 5,596,914 600,000 New Fire Facility 5,000,000 Maintenance Facility -no projects scheduled Library - Exterior Maintenance 35,000 HVAC Replacements 7,000 75,000 Library Building Expansion 850,000 7,650,000 TOTAL CITY FACILITIES 6,193,914 725,000 - 5,850,000 7,650,000
CITY STREETS & RELATED INFRASTRUCTURE: Special Studies - Highway 19 Corridor - I-35 to TH 56 24,000 SUBTOTAL - 24,000 - - - Sidewalks & Trails - Transit Hub 261,500 40,000 East River Trail paving 277,500 Char Carlson Park Trail 15,000 TH3 Northern Pedestrian Improvements - Greenvale to St. Olaf Avenue - TIGER GRANT 1,300,000 SUBTOTAL 1,839,000 55,000 - - - 2013 – 2017 CIP Page 7 2013 – 2017 CIP Page 8 2013 – 2017 CIP Page 9 2013 – 2017 CIP Page 10
Summary of Projects Category Project Name and Description 2013 2014 2015 2016 2017
CITY FACILITIES: City Hall - Roof Replacement Backup Generator 125,000 Renovation - Office reconfiguration / bathrooms and hallway 430,000 50,000 Police Facility Land purchase & construction of new facility 5,596,914 600,000 Fire Facility 5,000,000 Maintenance Facility -no projects scheduled Library - Exterior Maintenance 35,000 HVAC Replacements 7,000 75,000 Library Building Expansion TOTAL CITY FACILITIES 6,193,914 725,000 - 5,000,000 -
CITY STREETS & RELATED INFRASTRUCTURE: Special Studies - Highway 19 Corridor - I-35 to TH 56 24,000 SUBTOTAL - 24,000 - - - Sidewalks & Trails - Transit Hub 261,500 40,000 East River Trail paving 277,500 Char Carlson Park Trail 15,000 TH3 Northern Pedestrian Improvements - Greenvale to St. Olaf Avenue - TIGER GRANT 1,300,000 SUBTOTAL 1,839,000 55,000 - - -
2013 – 2017 CIP Page 11 2013 – 2017 CIP Page 12 Summary of Projects Category Project Name and Description 2013 2014 2015 2016 2017
MSA Roads Maple Street (Woodley to Meadow View) Reclamation 387,293 Division Street (6th to 8th) Reconstruction 53,365 480,287 Nevada Street (5th to 7th) Reconstruction 108,205 973,844 and Winona Street (6th to 7th) and College Street (5th to 7th) SUBTOTAL 440,659 588,492 973,844 - - County Roads Woodley Street (CSAH 28), Division to Prairie 215,873 1,942,856 SUBTOTAL - - 215,873 1,942,856 - Local Streets (Odd Years) 6th Street (Water to Washington) Reconstruction 777,313 6th Street (Washington to College) Reconstruction 782,161 9th Street (Water to Washington) Reconstruction 381,917 6th Street (College to Dead End) Reconstruction 109,203 982,824 2nd Street (Madison to Orchard) Reconstruction 87,481 787,329 Orchard Street (2nd to 3rd) Reconstruction 19,824 178,413 Plum Street (2nd to 3rd) Reconstruction 19,712 177,407 SUBTOTAL 1,941,391 109,203 1,109,841 1,143,149 - Reclaim and Overlay Projects Vet's Park Neighborhood Wear Course 38,059 Prairie Streeet (Woodley to Meadow View) M&O 149,815 9th Street (Linden to Dead End) Reclamation 10,557 95,010 Archibald Street (Ames to Archibald Cir) M&O 11,841 106,565 Mayflower Drive (Spring Creek to Parmeadow) M&O 5,251 47,260 Parmeadow Drive (Mayflower to Heywood) M&O 6,767 60,904 Creek Lane (Parmeadow to Heywood) M&O 4,494 40,446 Crocus Court (Parmeadow to Cul-de-sac) M&O 1,142 10,279 Clover Court (Parmeadow to Cul-de-sac) M&O 1,474 13,264 2nd Street (Orchard to Spring) Reclamation 22,474 202,269 Summary of Projects Category Project Name and Description 2013 2014 2015 2016 2017
Mayflower Drive (Spring Creek to Turnberry) M&O 6,760 60,842 Mayflower Court (Mayflower to Cul-de-sac) M&O 3,365 30,282 Baneberry Court (Mayflower to Cul-de-sac) M&O 2,988 26,888 Primrose Court (Mayflower to Cul-de-sac) M&O 3,365 30,282 Turnberry Court (Mayflower to Cul-de-sac) M&O 2,988 26,888 Goldenrod Court (Turnberry to Cul-de-sac) M&O 5,251 47,260 Goldenrod Circle (Turnberry to Cul-de-sac) M&O 2,061 18,545 Turnberry Lane (Mayflower to Goldenrod) M&O 4,121 37,090 TH3 Frontage Road (Woodley to Jefferson Pkwy) M&O 23,488 211,390 TH3 Frontage Road (Clinton to Riverview) M&O 11,057 99,509 Riverview Drive (TH3 to Dead End) Reclamation 13,073 117,658 Riverview Lane (Riverview Drive to Dead End) Reclamation 4,153 37,375 Cannon Lane (TH3 to Cannon Road) Reclamation 3,664 32,980 Cannon Road (Riverview Drive to City Limit) Reclamation 15,730 141,566 SUBTOTAL 210,271 220,704 225,524 551,509 640,479
TOTAL CITY STREET & RELATED INFRASTRUCTURE 4,431,321 997,398 2,525,082 3,637,515 640,479
CITY ENTERPRISE OPERATIONS: Utility Plant & Infrastructure - Water - Cold Storage Facility 100,000 St. Olaf Storage Tank - Maintenance 400,000 Hall Avenue Elevated Storage Spot Paint 250,000 SUBTOTAL 100,000 - 400,000 250,000 - Storm Sewer - East Riverwall Flood Repair 300,000 Rosewood Pond Rehabilitation John North Park Pond Rehabilitation 67,000 190,000
2013 – 2017 CIP Page 13 2013 – 2017 CIP Page 14 Summary of Projects Category Project Name and Description 2013 2014 2015 2016 2017
Grant Park Park Pond Rehabilitation 59,265 533,385 Future Pond Rehabilitation 150,000 Regional Storm Water Management Studies 40,000 SUBTOTAL 340,000 67,000 249,265 533,385 150,000
TOTAL CITY ENTERPRISE OPERATIONS 440,000 67,000 649,265 783,385 150,000
COMMUNITY ENHANCEMENTS Recreation Facilities Ice Arena 35,000 130,000 Outdoor Pool Concession Stand 65,000 Pool Amenities 50,000 50,000 Parks Park improvements to separate report / plan - in future Playground Equipment Replacement Program Downtown Enhancements & Other Streetscape Projects 500,000
TOTAL COMMUNITY ENHANCEMENTS 600,000 50,000 130,000 - 50,000
EDA Narrative only HRA Narrative only
TOTAL PROJECT COSTS 11,665,235 1,839,398 3,304,347 9,420,900 840,479
2013 2014 2015 2016 2017 FINANCING SUMMARY: Internal Financing - General Fund 50,000 24,000 - - - Park Fund 100,000 65,000 130,000 - 50,000 City Facilities Fund 597,000 125,000 - - - Municipal District #4 550,000 - - - - Water Fund 484,703 337,792 1,102,257 742,699 - Sewer Fund 370,651 80,598 345,026 620,233 - Storm Water Fund 563,395 119,883 429,832 918,532 150,000 Subtotal 2,715,749 752,273 2,007,115 2,281,464 200,000 Intergovernmental - Municipal State Aid (MSA) 186,547 147,361 136,000 534,315 18,581 State Grants 439,000 40,000 - - - Federal Grants 1,250,000 - - - - County - - - - - Subtotal 1,875,547 187,361 136,000 534,315 18,581 Special Assessments 523,840 257,574 611,741 1,043,600 572,172 Contributions / Donations 50,000 - - - - Debt Financing - G. O. Improvement Bonds (Ch. 429) 903,185 42,190 549,491 561,521 49,726 G.O. / CIP Bonds - - - 5,000,000 - Lease Purchase Financing 5,596,914 600,000 - - - Subtotal 6,500,099 642,190 549,491 5,561,521 49,726
TOTAL FINANCING 11,665,235 1,839,398 3,304,347 9,420,900 840,479
2013 – 2017 CIP Page 15 2013 – 2017 CIP Page 16 CITY FACILITIES
This category includes the following facilities: City Hall, Safety Center, Maintenance Facility (Public Works), Transit Garage and the Library. Facilities associated with the City’s enterprise operations (utilities and liquor operations) are not included in this category. Individual projects are listed under each facility.
Background information: Several years ago, the City contracted with Hay Dobbs to do a space needs analysis of City facilities. The report assessed the general condition of each major facility along with the City’s space needs. Details on projects proposed for individual facilities are provided on the following pages. 2013 2014 2015 2016 2017 CITY FACILITIES: City Hall - Backup Generator 125,000 Renovation - Office reconfiguration / bathrooms and hallway 430,000 50,000 Public Safety Facility Land purchase & construction of new facility 5,596,914 600,000 New Fire Facility 5,000,000 Maintenance Facility -no projects scheduled Library - Exterior Maintenance 35,000 HVAC Replacements 7,000 75,000 Library Building Expansion TOTAL CITY FACILITIES 6,193,914 725,000 - 5,000,000 -
FINANCING: Internal Financing City Facilities Fund 597,000 125,000 - - - Debt Financing G.O. / CIP Bonds - - - 5,000,000 - Lease Purchase Financing 5,596,914 600,000 - - - TOTAL FINANCING 6,193,914 725,000 - 5,000,000 - Excerpt from “Municipal Facilities Space Needs Analysis” prepared by Hay Dobbs, March 2007:
CITY HALL The building is concrete block, double loaded corridor, 2-story, and non-sprinkled. The windows are single pane glass and covered with “blankets” in the winter months. It is located in a residential neighborhood with some opportunity for expansion. Parking is ample for the size and occupancy. There is ample space in the building to support the departments and their expansion needs, however because of the construction and non-sprinkled issue, the space is very inflexible and departments are landlocked.
Facility Location: 801 Washington Street Dates of Construction: 1960’s, Remodeled 1993 Current GSF: 22,297 SF Current Uses: Administration, Council Chambers, Human Resources, Finance, Public Services, Community Development, Motor Vehicle, County Services.
Building history note: This 1954 building was originally built as an elementary school. It became the City Hall in the late 1970’s and some believe it was intended to be a temporary facility at the time.
Phased improvements recently completed and those proposed include the following:
2010 / 2011 – Replacement of the single-pane windows, façade update (to accommodate fewer windows), and new entrance doors at the front and rear. The project was one of the final components of the energy improvement project and financed through $162,000 in capital lease proceeds, $76,000 in grants with the balance from the City Facilities Fund; 2011 - Exterior improvements and landscaping was completed; 2011 – Boiler rehabilitation – one of the two boilers was dismantled with parts reused on the second. The boilers were scheduled for replacement, but with the rehabilitation work done, replacement can be deferred for a number of years; 2012 – Roof replacement – completed in October at a cost of 2012 / 2013 – Renovation to realign office space to make best use of available space and to co-locate offices in order to improve workflow and delivery of customer services; renovation of the first floor bathrooms and other public spaces. The
2013 – 2017 CIP Page 17 2013 – 2017 CIP Page 18 project was postponed from 2011. The project is estimated to cost $300,000 to $480,000, but will dependent upon final design. It is anticipated that the project will be financed through the City Facilities Fund (supplemented with transfers in from the Cable TV Fund as well as other operating funds (HRA, EDA, Motor Vehicles, etc.) that occupy space in City Hall. The design of the plan is being completed and will be presented to Council in November. Dependent upon approval, construction could start in late 2012 and completed in 2013. 2013 – Addition of a backup generator at an estimated cost of $125,000.
*The City Facilities Fund has not had a designated source of revenue in recent years. These types of projects have been financed in whole or in part by supplemental transfers in from the Cable TV Fund. SAFETY CENTER (POLICE AND FIRE)
Excerpt from “Municipal Facilities Space Needs Analysis” prepared by Hay Dobbs, March 2007:
Building is a concrete block, 3-story, sprinkled/nonsprinkled. The Police occupy most of the main and lower levels with entry spaces, administration, detention, training room, investigation, squad room, dispatch, lockers/showers, and storage. Fire operations occupy most of the apparatus bays, and day room, dormitory, storage and lockers/shower on the upper level. The building is landlocked on a busy intersection with one outlet for fire, police and the public. The facilities are not ADA compliant and detention does not meet minimum DOC requirements.
Facility Location: 300 5th Street West Dates of Construction: 1971 Current GSF: 21,398 SF Current Uses: Police and Fire Operations
NEW POLICE / FIRE ADMINISTRATION / JOINT TRAINING FACILITY
Project entails the construction of a new 27,000 SF facility to house Police, Fire administration and joint training facilities located on the Cowles property just west of the Perkins Restaurant on Riverview Drive. Total project costs are $7.28 million. Land purchase and facility design has / will be completed in 2012 at an estimated cost of $1,083,086. The majority of construction costs will occur in 2013 (estimated at $5,596,914) with completion of the construction in 2014 (estimated at $600,000). 2014 costs also include furnishing of the new facility. Financing comes from the sale of Certificates of Participation (Lease-Purchase Financing) of $6.28 million combined with $1 million of internal financing from the General Fund, Capital Reserve Fund and the IT Equipment Replacement Fund.
LASTEST Update – Just a number of weeks ago, financing for the construction of a new police / fire administration / joint training facility was completed. Closing on the Cowles property took place just prior to closing on the financing. Development and planning of this project has been a focus for the past five years. It has involved a number of special studies and task forces / study groups.
2013 – 2017 CIP Page 19 2013 – 2017 CIP Page 20 Design work will continue through to the start of next year with the bid award expected to occur in the early spring. Completion of the project will occur approximately twelve to fourteen months later. Fire equipment will continue to be stored at the existing Safety Center once the new facility opens.
Public Safety Facilities Planning History: A complete history of the project can be found on the City’s website: http://www.ci.northfield.mn.us/assets/p/projects/SafetyCenter_2010/index.html
FIRE FACILITY
With the decision on the new Police / Fire Administration / Joint Training Facility project made, Council deferred consideration of a new Fire facility and scheduled the project out several years. This was done for a number of reasons. In particular, this allows time for the Fire Services Study to be completed. Alternative fire service organizational structures are being examined at this time. The outcome of the study could have a dramatic impact on the future fire facility. This project represents a placeholder in the CIP at this time. The $5 million for the new facility is a rough estimate. It assumes the Fire department will remain as a City function. Financing is assumed to be provided by general obligation bonds.
TRANSIT FACILITY On July 1, 2012, the City transferred ownership and operation of the transit system to Hiawathaland Transit. Hiawathaland Transit assumes ownership of the facility, with the City retaining ownership of the land. Any improvements needed for the facility would probably require the City to provide 20% matching funds. No improvements are anticipated at this time.
MAINTENANCE FACILITY
Location is limited with no expansion space for staff and storage in the current building. There is 2,640 square feet of office space, 5,600 square feet of repair and parts space, and 16,800 square feet of heated garage space.
Facility Location: 1710 Riverview Drive Dates of Construction: 1994 Current GSF: 20,267 SF Current Uses: Public Works, Staff, Maintenance Equipment, Parks Equipment, Storage for other departments
No projects are planned for the Maintenance Facility at this time.
2013 – 2017 CIP Page 21 2013 – 2017 CIP Page 22 Excerpt from “Municipal Facilities Space Needs Analysis” prepared by Hay Dobbs, March 2007:
LIBRARY
A study by others, completed April of 2006, indicates the need to double the size. To expand on the existing site would greatly alter the design of the building. Adequate parking cannot be accommodated on the current site.
Facility Location: 210 Washington Street Dates of Construction: 1910, Addition 1985 Current GSF: 12,320 SF Current Uses: Public Library
Latest Update – With the focus of facilities needs centering on a new police facility, consideration of the Library expansion has been postponed to a future year. At this time, the placeholder project is estimated at a total cost of $8.5 million and scheduled toward the end of the CIP schedule. History of the expansion project is shown below.
For purposes of presentation in this document, it is assumed that the planning / design work will be done in 2018 with construction initiated in 2019. This schedule is beyond the current five-year CIP and the project costs are not included in the summary. Financing would be provided through the issuance of general obligation bonds - CIP or Referendum Bonds. The Library Board and Friends of the Library engaged Library Strategies, a St. Paul library consulting firm, to conduct a fundraising feasibility study for a library capital campaign. Completed in mid-2010, the study showed that at present the Library is not in a position to embark on a $4,300,000 capital campaign.
In November of 2009, the Mayor and City Council confirmed the need for a Library building expansion at the existing site with planned construction in 2014. A cap of $8.5 million was placed on the project. In 2005 the City of Northfield hired Robert H. Rohlf Associates to prepare a needs assessment and building program for the Library and Meyer Scherer & Rockcastle (MS & R Architects) to evaluate the current library building. In preparation for writing the report, Bob Rohlf and his associate Jan Feye-Stukas interviewed many Northfield citizens and held four focus group sessions.
In 2008, the Library engaged Meyer, Scherer & Rockcastle, Ltd., to study the feasibility of expanding the existing building on its current site. The study was based on an analysis of existing site conditions, features and assets, and with consideration to consolidating multiple parcels. In addition, three public meetings to gather input about what would make a successful library addition were held. Although no final plans were developed, MS&R provided several concept plans, two of which were presented to the City Council in August of 2008. Option 1C, a more traditional architectural style without additional parking, is shown below. Expanding on the current site may greatly alter the design of the building but will retain the central location in the historic downtown.
or Concept drawing - Image from the MS&R report
The proposed project provides for the expansion of the Library building at its current site. The estimated construction costs are $10,000,000, but does not include the acquisition cost of any land acquisition that may be needed for the project or parking in the area. Project financing would be achieved through the issuance of general obligation bonds.
2013 – 2017 CIP Page 23 2013 – 2017 CIP Page 24 CITY STREETS & RELATED INFRASTRUCTURE
This category includes street projects, sidewalks and trails and any related studies. There are also different categories of street projects – State roads, MSA (Municipal Street Aid) streets, County roads and local streets. Often the category of street will indicate the type of financing available as well as the entity that drives the project. The map at the end of this section shows the location of the road projects in the CIP by year and also roads with a poor pavement rating that need reconstruction.
State road projects are directed by the Minnesota Department of Transportation. The State will pay the majority of costs with the City required to provide a local share. County road projects, similarly, are directed by the counties and require a local city share. MSA is State aid given to local governments for street costs. MSA is provided based upon the miles of “MSA” designated streets within the City and is broken down into two components – maintenance and construction. The maintenance allotment is given directly to cities to complete maintenance on the streets. The construction portion can only be used on MSA designated streets and is held by the state until the time of construction. If the City is slow to use construction funds, the State can reduce funding. The City directs MSA street projects; however, approval of the design is required in order to use MSA funding. MSA projects are normally done on a biannual basis occurring on ‘even’ years.
The City directs local street projects and financing is generally a combination of special assessments (to the benefiting properties) and bonds. The City uses a Pavement Management Program to incorporate reconstruction, significant rehabilitation and ongoing maintenance to maximize the useful life of the City’s streets. A Pavement Condition Index (PCI) is used to assess and rate the quality of the City’s streets. The PCI is used as a tool within the Pavement Management Program to forecast the best expenditure of available City resources for street projects and maintenance. The program is devised to provide a systematic approach to planning street improvement projects that helps maintain consistency between CIP cycles, even when there are changes in staff or elected officials.
For all types of street reconstruction projects, regardless of the agency directing the project, special assessments are used as a funding source. Special assessments are based on the amount of benefit, as determined by an appraisal report; each property will receive over a 20 year period. Special assessments, in most circumstances, are an amount applied on a front foot basis. A typical residential lot might see a $7,000-$10,000 assessment. In 2009 the entire assessment ordinance was updated to clarify language that had proven to be difficult to interpret. In the revision the corner lot policy was reenacted allowing the City to assess 10% of the value of the corner lot side. For the purposes of the CIP assessments have been estimated based on the new policy and the rate determined by appraisal for residential projects. Assessments could change in the future depending on closer evaluation of the individual lots for adjusted front footage and actual benefit appraisal for each project.
Background information: Along with the implementation of the Pavement Management Program there are several key studies that influence future street and related infrastructure projects. Recently the Comprehensive Transportation Plan, Comprehensive Water Plan, Comprehensive Sanitary Wastewater Plan and Surface Water Management Plan were completed and adopted by the City Council. These plans not only provide an overall assessment of the current infrastructure condition, but also identify future projects that will need to be completed to maintain the City’s current service levels.
The “City Streets & Related Infrastructure” is divided into the following subsections: Special Studies Sidewalks & Trails Street Reconstruction Plan Section – o State Roads o MSA Roads o County Roads o Local Streets o Reclaim and Overlay Projects
The cost and financing summaries precede each subsection with individual project descriptions following the summaries.
Special Studies - Any special study would be financed as part of the annual operating budget of the General Fund. The only study contemplated at this time is the Highway 19 Corridor from Interstate 35 to Trunk Highway 56. This study will be initiated by MNDOT with the City sharing in the costs. The City’s share is estimated at $24,000 at this time. It would be financed through the General Fund’s annual operating budget (Engineering Division).
2013 – 2017 CIP Page 25 2013 – 2017 CIP Page 26 Sidewalks & Trails: 2013 2014 2015 2016 2017 Sidewalks & Trails - Transit Hub 261,500 40,000 East River Trail paving 277,500 Char Carlson Park Trail 15,000 TH3 Northern Pedestrian Improvements - Greenvale to St. Olaf Avenue - TIGER GRANT 1,300,000 Total 1,839,000 55,000 - - -
Financing Internal Financing - General Fund 50,000 Park Fund 15,000 Municipal District #4 50,000 Intergovernmental - State Grants 439,000 40,000 Federal Grants 1,250,000 Contributions / Donations 50,000 Total 1,839,000 55,000 - - -
The Transit Hub project will entail the construction of a permanent transit hub facility. For the purposes of the cost estimate a concrete building was planned, having several amenities including fully functioning restrooms, office area/counter, electronic way- finding system, and a locking/security system. The building would also accommodate future networking/internet availability for commuters. To allow flexibility with the transit system as development occurs and traffic patterns adjust, the cost does include a parking area if an alternate site is chosen for the main transit facility. Funding comes from a State grant.
East River Trail Paving project will complete the trail from its current end near Bollenbacher Court south along the river down to the City of Dundas. Right of way acquisition and permitting is already in progress. Design will occur once acquisition and permitting is complete. Funding is comprised of $177,500 in State grants and $50,000 in donations from the Rotary Club.
Char Carlson Park Trail project will provide for a connecting trail through Char Carlson Park (behind the new YMCA site). For presentation purposes, grant funding is assumed for the majority of project financing. Park dedication fees received with the Y project will be used toward this project as well.
TH3 Northern Pedestrian Treatments include extension of trail from Greenvale Avenue south under the TH3 overpass with a connection to Water Street and a trail segment from St. Olaf Avenue North under the south side of the TH3 overpass connecting to Water Street. A pre-application has been submitted to fund the project through Transportation Investment Generating Economic Recovery (TIGER). The full application was submitted at the end of October in 2011 with the $1,000,000 grant award made in early 2012. Total project costs are $1,500,000 with a required local match of $500,000. Design is occurring in 2012 at an estimated cost of $250,000. Local matching funds are made with $250,000 from the General Fund and $250,000 from Municipal District #4.
2013 – 2017 CIP Page 27 2013 – 2017 CIP Page 28 State Roads: In 2011 the state performed a mill and overlay project from Trunk Highway 3 to County Road 26 which included the entire portion of road within the Northfield city limits. Currently any planned projects are beyond the scope of the City’s CIP. These projects are both initiated and controlled by the State.
MSA Roads: MSA Roads 2013 2014 2015 2016 2017 Maple Street (Woodley to Meadow View) Reclamation 387,293 Division Street (6th to 8th) Reconstruction 53,365 480,287 Nevada Street (5th to 7th) Reconstruction 108,205 973,844 and Winona Street (6th to 7th) and College Street (5th to 7th) SUBTOTAL 440,659 588,492 973,844 - - Financing MSA 186,547 147,361 136,000 Special Assessments 200,746 119,065 271,232 Water Fund 53,365 228,589 183,853 Sewer Fund 80,598 160,757 Storm Water Fund 12,878 89,669 G.O. Improvement Bonds 132,333 SUBTOTAL 440,659 588,492 973,844 - -
Maple Street Reclamation (Woodley to Meadow View) – The project will reclaim Maple Street from Woodley to Meadow View at a total estimated cost of $430,329. Design costs of approximately $43,000 will occur in 2012. Project financing comes from a combination of MSA ($229,580) and special assessments ($200,746). There is no City share required at this time.
Division Street (6th to 8th Streets) Reconstruction – The project entails the reconstruction of Division Street between 6th and 8th Streets and will include the replacement of underground utilities. Total estimated project costs of $533,652 will be financed through a combination of $147,361 in MSA, $92,665 from special assessments, $173,749 from the Water Fund, $80,598 from the Sewer Fund and $12,879 from the Storm Water Fund. The project cost total includes replacement of private utility service lines of $26,400 that will be assessed the benefiting properties. There is no City share required at this time.
Nevada Street (5th to 7th) Reconstruction / Winona Street (6th to 7th) / College Street (5th to 7th) – All three street segments entail full reconstruction with the replacement of underground utilities. Total estimated project costs are $1,092,027. The project will be financed by $136,000 in MSA, $292,058 from the Water Fund, $160,757 from the Sewer Fund, $89,669 from the Storm Sewer Fund, $132,333 in G.O. Bonds (City share of costs), plus a total of $271,232 in special assessments. The special assessments total and project costs reflect the replacement of private utility service lines of $95,040.
County Roads: County Roads 2013 2014 2015 2016 2017 Woodley Street (CSAH 28), Division to Prairie - - 215,873 1,942,856 -
Financing MSA - 500,030 Special Assessments - 454,480 Water Fund 215,873 373,419 Sewer Fund - 415,400 Storm Water Fund - 199,527 215,873 1,942,856
The project shown on the summary is tentatively scheduled for 2016.
Woodley Street (CSAH 28) (Division to Prairie) Reconstruction – The pavement surface of Woodley is in poor condition from Division Street to Prairie Street. The underlying utilities are also in need of replacement as several water main breaks have contributed to the deterioration of the street surface. This section of Woodley also lacks pedestrian accommodations that meet today’s standards. Proposed funding would come from special assessments ($454,480), MSA ($500,000), Water Fund ($589,292), Sewer Fund ($415,400), and Storm Water Fund ($199,526), No City share is required at this time.
2013 – 2017 CIP Page 29 2013 – 2017 CIP Page 30 Local Streets: Local Streets 2013 2014 2015 2016 2017 6th Street (Water to Washington) Reconstruction 777,313 6th Street (Washington to College) Reconstruction 782,161 9th Street (Water to Washington) Reconstruction 381,917 6th Street (College to Dead End) Reconstruction 109,203 982,824 2nd Street (Madison to Orchard) Reconstruction 87,481 787,329 Orchard Street (2nd to 3rd) Reconstruction 19,824 178,413 Plum Street (2nd to 3rd) Reconstruction 19,712 177,407 SUBTOTAL 1,941,391 109,203 1,109,841 1,143,149 - Financing Special Assessments 278,340 - 186,976 248,896 Water Fund 331,338 109,203 302,531 119,280 Sewer Fund 370,651 184,269 204,833 Storm Water Fund 223,395 90,898 185,620 G.O. Improvement Bonds 737,667 345,167 384,519 SUBTOTAL 1,941,391 109,203 1,109,841 1,143,148 -
6th Street Reconstruction (Water to Washington) – The project will entail the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $863,682 with engineering and design occurring in 2012 and construction in 2013. Funding is provided through special assessments ($89,580 and includes $29,040 for private service line replacements), Water Fund ($212,170), Sewer Fund ($130,749), Storm Water Fund ($99,972) and G.O. Improvement Bonds ($331,211).
6th Street Reconstruction (Washington to College) – The project involves the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $869,069 with engineering and design occurring in 2012 and construction in 2013. Funding is provided through special assessments ($126,168 and includes $44,880 for private service line replacements), Water Fund ($218,836), Sewer Fund ($170,533), Storm Water Fund ($82,009) and G.O. Improvement Bonds ($271,522).
9th Street Reconstruction (Water to Washington) – The project involves the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $424,352 with engineering and design occurring in 2012 and construction in 2013. Funding is provided through special assessments ($62,592 and includes $21,120 for private service line replacements), Water Fund ($116,042), Sewer Fund ($69,369), Storm Water Fund ($41,414) and G.O. Improvement Bonds ($134,935).
6th Street Reconstruction (College to dead end) – The project involves the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $1,092,207 with engineering and design occurring in 2014 and construction in 2015. Funding is provided through special assessments ($186,976 and includes $60,720 for private service line replacements), Water Fund ($284,717), Sewer Fund ($160,757), Storm Water Fund ($89,669) and G.O. Improvement Bonds ($132,333).
2nd Street Reconstruction – The project will entail the reconstruction of the street, sidewalks, and all underground utilities. The project extents include 2nd Street from Madison Street to Orchard Street. Additional intersecting streets are planned to be added to the project to accommodate utility connections, as it is feasible and justified. Funding would be provided through a combination of special assessments ($210,672 and includes an estimated $68,640 for private water service line replacements), contributions from the Water Fund ($185,880), Sewer Fund ($164,765), Storm Water Fund ($146,950) and G.O. improvement bonds ($243,687). The project will be designed in 2015 with construction in 2016.
Orchard Street (2nd to 3rd) Reconstruction – The project involves the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $215,185 with engineering and design occurring in 2015 and construction in 2016. Funding is provided through special assessments ($28,136 and includes $10,560 for private service line replacements), Water Fund ($68,245), Sewer Fund ($35,272), Storm Water Fund ($16,362) and G.O. Improvement Bonds ($67,171).
Plum Street (2nd to 3rd) Reconstruction – The project involves the reconstruction of the street, sidewalks, and all underground utilities. Total project costs are estimated at $197,119 with engineering and design occurring in 2015 and construction in 2016. Funding is provided through special assessments ($10,088), Water Fund ($62,742), Sewer Fund ($28,319), Storm Water Fund ($22,308) and G.O. Improvement Bonds ($73,662).
Reclaim and Overlay Projects:
These projects are planned to address those streets which can be effectively rehabilitated without required a full reconstruction. A combination of reclamation and mill/overlay projects has been identified each year. Future year project scheduling could change. Financing is provided through special assessments and G.O. Bonds.
2013 – 2017 CIP Page 31 2013 – 2017 CIP Page 32
Reclaim and Overlay Projects 2013 2014 2015 2016 2017 Vet's Park Neighborhood Wear Course 38,059 Prairie Streeet (Woodley to Meadow View) M&O 149,815 9th Street (Linden to Dead End) Reclamation 10,557 95,010 Archibald Street (Ames to Archibald Cir) M&O 11,841 106,565 Mayflower Drive (Spring Creek to Parmeadow) M&O 5,251 47,260 Parmeadow Drive (Mayflower to Heywood) M&O 6,767 60,904 Creek Lane (Parmeadow to Heywood) M&O 4,494 40,446 Crocus Court (Parmeadow to Cul-de-sac) M&O 1,142 10,279 Clover Court (Parmeadow to Cul-de-sac) M&O 1,474 13,264 2nd Street (Orchard to Spring) Reclamation 22,474 202,269 Mayflower Drive (Spring Creek to Turnberry) M&O 6,760 60,842 Mayflower Court (Mayflower to Cul-de-sac) M&O 3,365 30,282 Baneberry Court (Mayflower to Cul-de-sac) M&O 2,988 26,888 Primrose Court (Mayflower to Cul-de-sac) M&O 3,365 30,282 Turnberry Court (Mayflower to Cul-de-sac) M&O 2,988 26,888 Goldenrod Court (Turnberry to Cul-de-sac) M&O 5,251 47,260 Goldenrod Circle (Turnberry to Cul-de-sac) M&O 2,061 18,545 Turnberry Lane (Mayflower to Goldenrod) M&O 4,121 37,090 TH3 Frontage Road (Woodley to Jefferson Pkwy) M&O 23,488 211,390 TH3 Frontage Road (Clinton to Riverview) M&O 11,057 99,509 Riverview Drive (TH3 to Dead End) Reclamation 13,073 117,658 Riverview Lane (Riverview Drive to Dead End) Reclamation 4,153 37,375 Cannon Lane (TH3 to Cannon Road) Reclamation 3,664 32,980 Cannon Road (Riverview Drive to City Limit) Reclamation 15,730 141,566 SUBTOTAL 210,271 220,704 225,524 551,509 640,479
Financing Special Assessments 44,754 138,509 153,533 340,224 572,172 MSA - - - 34,285 18,581 G.O. Improvement Bonds 165,517 82,195 71,991 177,000 49,726 SUBTOTAL 210,271 220,704 225,524 551,509 640,479
2013 Reclaim and Overlay Projects – Projects include the Veterans Park area neighborhood (wear course) and Prairie Street (Woodley to Meadow View).
2014 Reclaim and Overlay Projects – Projects include 9th Street (Linden to dead end) and Archibald Street (Ames to Archibald Circle).
2015 Reclaim and Overlay Projects – Projects include Mayflower Drive (Spring Creek to Parmeadow), Parmeadow Drive (Mayflower to Heywood), Creek Lane (Parmeadow to Heywood), Crocus Court (Parmeadow to Cul-de-sac) and Clover Court (Parmeadow to Cul-de-sac).
2016 Reclaim and Overlay Projects – Projects include 2nd Street (Orchard to Spring), Mayflower Drive (Spring Creek to Turnberry), Mayflower Court (Mayflower to Cul-de-sac), Baneberry Court (Mayflower to Cul-de-sac), Primrose Court (Mayflower to Cul-de-sac), Turnberry Court (Mayflower to Cul-de-sac), Goldenrod Court (Turnberry to Cul-de-sac), Goldenrod Circle (Turnberry to Cul-de-sac) and Turnberry Lane (Mayflower to Goldenrod).
2017 Reclaim and Overlay Projects – Projects include TH3 Frontage Road (Woodley to Jefferson Parkway), TH3 Frontage Road (Clinton to Riverview), Riverview Drive (TH3 to dead end), Riverview Lane (Riverview Drive to dead end), Cannon Lane (TH3 to Cannon Road) and Cannon Road (Riverview Drive to City Limit).
2013 – 2017 CIP Page 33 2013 – 2017 CIP Page 34 CITY ENTERPRISE OPERATIONS:
This category includes projects associated with the City’s enterprise operations. These include the four utility systems – water, wastewater, garbage and storm water and the liquor store. Recently the Comprehensive Water Plan, Comprehensive Sanitary Wastewater Plan and Surface Water Management Plan were completed and adopted by the City Council. These plans not only provide an overall assessment of the current infrastructure condition, but also identify future projects that will need to be completed to maintain the City’s current service levels.
Funding of enterprise operations capital projects comes from user charges within each operation. Many smaller projects are included in the annual operating budgets of the operations. Larger projects could require the issuance of revenue bonds. General obligation revenue bonds are paid by each operation with no part being paid through property taxes.
UTILITY OPERATIONS: The projects included in this section are in addition to infrastructure replacements made as part of the street reconstruction / pavement management program. A summary of projects is shown below: Utility Operations - Plant & Infrastructure: 2013 2014 2015 2016 2017 Water - Cold Storage Facility 100,000 St. Olaf Storage Tank - Maintenance 400,000 Hall Avenue Elevated Storage Spot Paint 250,000 SUBTOTAL 100,000 - 400,000 250,000 - Storm Sewer - East Riverwall Flood Repair 300,000 Rosewood Pond Rehabilitation John North Park Pond Rehabilitation 67,000 190,000 Grant Park Park Pond Rehabilitation 59,265 533,385 Future Pond Rehabilitation 150,000 Regional Storm Water Management Studies 40,000 SUBTOTAL 340,000 67,000 249,265 533,385 150,000
TOTAL UTILITY OPERATIONS 440,000 67,000 649,265 783,385 150,000
Financing: Water Fund 100,000 - 400,000 250,000 - Storm Water Fund 340,000 67,000 249,265 533,385 150,000
TOTAL FINANCING 440,000 67,000 649,265 783,385 150,000
WATER:
Cold Storage Facility – Project entails the construction of a 6,000 square foot building near the city Maintenance Facility. The project is tentatively scheduled for 2013. Additional storage is needed for seasonal equipment, meters and other items. Funding comes from the Water Fund ($100,000).
St. Olaf Storage Tank – Maintenance – Project provides for the inspection and spot painting of the two 1 million gallon storage tanks at St. Olaf College. Proper maintenance standards are required to maintain the facilities useful life. If proper maintenance is not
2013 – 2017 CIP Page 35 2013 – 2017 CIP Page 36 followed, there is the risk of additional problems causing more expensive repairs and rehabilitation. If there were a failure of one or both storage tanks, water supply to the community could be compromised. Funding will come from the Water Fund ($400,000).
Hall Avenue Elevated Storage – Spot Paint – Project provides for the inspection and spot painting of the storage tank at an estimated cost of $250,000. Proper maintenance standards are required to maintain the facilities useful life. Funding will come from the Water Fund.
STORM WATER:
Rosewood Pond and John North Park Pond rehabilitation projects were approved in 2012 with work scheduled through the winter months.
East River wall Flood Repair – Project entails repairs to the flood wall for problems discovered during the flood in September 2010. The extent of the problems will not be determined until the wall footings and structure underneath the water can be viewed. This will most likely be done sometime during the summer months when the water level is low. The project cost is an estimate.
Regional Storm Water Management Study – The City will be conducting studies of various watersheds to determine the need, location, and implementation plan for regional ponding systems. These studies will be identified as development occurs. Funding will come from the Storm Water Fund . John North Park Pond - Projects entails storm water facility improvements as recommended in the Storm Water Pond Evaluation and Prioritization (2011) and the Cannon River Outstanding Resource Value Water Report (2011). Financing will provided by the Storm Water Fund ($257,000).
Grant Park Pond - Project entails storm water facility improvements as recommended in the Storm Water Pond Evaluation and Prioritization (2011) and the Cannon River Outstanding Resource Value Waters Report (2011). Financing will be provided by the Storm Water Fund ($592,650).
Future Pond Rehabilitation Projects – Site specific projects are unknown at this point. Future projects will be identified as study indicates. A place holder amount of $150,000 / year is included for 2017.
HOUSING & ECONOMIC DEVELOPMENT:
Economic Development –The development of the 3rd business and industrial center is one of the priority initiatives outlined in the 2006 Comprehensive Economic Development Plan. This business/industrial center will provide added land resources to enable existing businesses to expand and provide a location for new businesses seeking to locate in Northfield. The intended outcome will be an increase in commercial and industrial tax base and employment opportunity for Northfield residents.
There are no additional updates for this project. The explanation below is the same from the previous CIP:
The EDA contracted for professional services with Hoisington Koegler Group for master planning property just west of the Northfield Hospital. The EDA has delayed their decision on master planning the property south of Highway 19 until the City Council determines they support the proposed annexation.
For the purposes of this CIP the site west of the hospital is used and costs do not include any improvements that would be required by the developer. The estimated cost for the improvement of North Avenue is shown for a project in 2009. The total of $3,656,759 would be financed initially through special assessments ($731,352) and G.O. improvement bonds ($2,925,407). Ultimately, the full amount of the street costs could be recovered as the business park develops over the next twenty to thirty years.
Extension of utility infrastructure is estimated to come about four years later. Utility revenue bonds (water, sewer and storm water) would be issued to cover the construction costs of $1,877,088, but as with the street improvements a majority, if not all, would be recovered through future special assessments as development occurs.
The timing of both the road and utility extension improvements is dependent upon development timing. Because of this neither project is definitely scheduled in the five-year period, but placed in the “Parking Lot.”
Housing - The HRA continually examines opportunities to ensure adequate levels of affordable housing within the City. Specific projects in the past have included acquisition of individual lots for Habitat for Humanity to construct homes for low- to moderate- income families and individuals. Over the past ten years, the HRA has developed two significant housing projects, Maple Hills and Presidential Commons. Maple Hills is a mixed use neighborhood of 39 units available for homeownership. Presidential Commons is 70+ units of town home for affordable homeownership. Since the housing market downturn, the focus of the HRA has been to assist with the incidence of blighted and abandoned or vacated properties as a result of foreclosure. The 2009/2010 project and partnership with Three Rivers Community Action, entailed the purchase and rehab of four foreclosed homes, and then resale to income qualified homebuyers.
2013 – 2017 CIP Page 37 2013 – 2017 CIP Page 38 Spring Creek Rental Housing: The HRA has been working with Three Rivers Community Action on an affordable rental project. Funds were applied to from MN Housing Finance Agency for a tax credit project that would build 25-30 three and four bedroom townhomes for rent to households meeting income guidelines. This new construction project will be located in the Southbridge Development on land purchased by the HRA in 2008. The fourteen acre site will easily accommodate this project, estimated to use about three acres, and the HRA is planning on platting the remaining acreage to spur development, or at least be ready when the market is once again ripe for new development. The HRA is estimating the cost of platting and planning to cost about $50,000. Should development start, the HRA is looking at the cost of roads and infrastructure and planning will be needed for payment of those items. At this time, creation of a new Tax Increment District is underway for the new Spring Creek Housing District. Tax increments generated by the new district will be used to reimburse the developer for the costs of infrastructure required for the new development.
Neighborhood Revitalization: The HRA is also exploring the possibility of a neighborhood revitalization and rejuvenation program. A specific neighborhood would be selected based on census data, home values and condition of the homes. The HRA would look at partnerships with other agencies to provide funds for homeowners to fix up their home and lot. A large marketing campaign would inform the homeowners in the selected neighborhood of the program and the HRA would assist with rehab by providing a grant match for homeowners’ dollars. This project is still in planning phases. Funds would be used from the HRA levy as well as some CDBG match, along with hopefully matching dollars or assistance from partnering agencies.
The City was just notified (10/18/19) of a grant award from the MN Housing Finance Agency for the following project:
Energize Northfield: Veterans Park is the first of hopefully several neighborhood revitalization projects the HRA is rolling out in the 2013/2014 biennium. The project will work with homeowners in the 10 block neighborhood to provide matching funds to help restore and rehab the home and yard, as well as provide weatherization assistance to increase the energy efficiency of the home. The project is intended to improve upon curb appeal and help increase home value and more importantly, ownership pride, in one of Northfield’s first neighborhoods. The project will commence in winter 2012/2013 with rehab projects starting in Spring 2013. The HRA and partner company Three Rivers Community Action will spend two summers working in this neighborhood before moving onto another Northfield neighborhood. The HRA is utilizing up to $300,000 of CDBG and levy dollars, $100,000 from MN Housing Finance Agency, and weatherization funds from Three Rivers. All told, Veteran Park neighborhood will be the recipient of nearly $500,000 in rehab investments.
COMMUNITY ENHANCEMENTS:
This section includes those projects that represent enhancements to the community rather than those associated with the City’s core services / responsibilities. Included within this section are parks and recreation facilities, the Northfield Community Resource Center and downtown projects.
Starting in early 2007, the Northfield Park and Recreation Advisory Board (PRAB) oversaw the preparation of a comprehensive parks, open space, and trail system plan for the city. The Northfield Parks, Open Space, and Trail System Plan was the result of extensive citizens involvement - formal and informal meetings and open houses, individual citizens and advocacy groups had direct access interviews with the consultant team and PRAB on numerous occasions. Through this process, a responsible balance between individual interests and the general public good has been achieved.
The Park, Open Space, and Trail System Plan provides an assessment of the current status of Northfield's park system, a vision statement and policy plan for future park development, and a recommended implementation plan for the City to achieve that vision. The adoption of this document should be used as a map and tool for the future development of the Northfield Park, Open Space, and Trail Systems. For the future both park and park facility improvements will be removed to a separate, longer-term plan. This will allow better planning for the recurring replacement / rehabilitation of these facilities.
NCRC – There are no projects planned for the facility at this time.
Ice Arena Arena Improvements – A number of improvements will continue the significant investment made with the energy improvements several years ago. Exterior improvements are planned over the next several years. Included are installation of snow deflectors on the roof to reduce the annual damage to the building, repainting the exterior, replacement of various sections of flooring and other maintenance items.
Pool Concession Stand – The design and construction of a concession stand at the pool is planned for 2013. It is planned to be an extension to one of the buildings that would provide space for storage as well as a retail area for concessions. Funding for this will come from the Park Fund. The project cost is estimated at $65,000.
2013 – 2017 CIP Page 39 2013 – 2017 CIP Page 40 Pool Amenities – The addition of future amenities to the pool are considered essential to keeping the pool attendance up throughout the future seasons. Approximately $50,000 is planned for projects in 2014 and in 2017. Funding would come from the Park Fund.
Downtown Enhancements & Streetscape Projects - These projects are the result of the Downtown Streetscape Task Force’s work with review by the City Council. Funding is provided through the Master Development District Fund. The Streetscape Task Force is presently reviewing the plan in light of the end of the Master Development Tax Increment District in 2013. The amounts shown for project costs for 2012 through 2013 highlight the amount potentially available for projects. The most recent project list from the Task Force can be found in the Special Revenue Funds section (#3) after the Municipal District #4 Fund narrative.
Appendix A Methods of Financing Capital Improvements
There are a variety of methods used to finance capital improvements. These include the following –
Outside sources – intergovernmental revenues, e.g., MSA funds, County funds, etc.; Pay project costs from cash on hand - using current revenues or reserve funds; Issue debt to cover the project costs.
Outside Sources
The most common source of outside funding is from other governments. The majority of intergovernmental funding included in the City’s CIP comes from the State in Municipal Street Aid. Federal funds will finance a third of the Mill Towns Trail project in 2008 and 80% of the Transit Hub project. Federal funds will also finance over half a million of the 2009 Woodley Street construction project in 2009 and finance a $30,000 Safe Routes to School study. County funding is typically limited to county road projects.
In addition to intergovernmental revenues, some private donations help finance projects. This is the case with the Mill Towns Trail project and the Skate Park project.
Cash on Hand
The City maintains several funds that are devoted to financing capital improvements and equipment / vehicles. These include the City Facilities Fund, the Vehicle and Equipment Replacement Fund and the Park Fund. The primary source of revenue for these funds has been property taxes. Through 2008, the City earmarked levies of $84,000 for the City Facilities Fund, $310,000 for the Vehicles and Equipment Replacement Fund and $150,000 for the Park Fund. The Park Fund also receives park dedication fees from developers as well as donations from groups and individuals. Sometimes the donations are in-kind and include materials and / or labor. During 2009, with the state’s budget woes, the property tax levies for the City Facilities Fund and the Park Fund were redirected to help support General Fund operations.
The utility enterprise funds (water, Wastewater and storm water) have (or should) cash reserves specifically for financing the replacement of utility infrastructure. The City has yet to clearly define what amounts are to be set aside for this purpose or adopted
2013 – 2017 CIP Page 41 2013 – 2017 CIP Page 42 any specific policy for how major projects are to be financed – proportion of cash on hand / debt financing. Further development of the long-range financial plan will direct this discussion.
Reuse of funds also can occur. For example, if a general obligation bond matures (is paid off) and there are assets remaining in the fund, they could be used for any public purpose – including buying down the cost of new street projects. On occasion one-time revenues become available such as the sale of land. This occurred in 2007 when a small portion of Babcock Park was sold to aid the expansion of the veterinarian clinic. The City Council directed that the proceeds from the sale of the land be recorded to the Park Fund.
Issuing Debt
The City may only issue types of debt that are authorized by City Charter or by State Statute. There are four basic types of bond issues available to cities:
General Obligation Bonds or Notes Revenue Bonds General Obligation Revenue Bonds Annual Appropriation Obligations
General Obligation Bonds or Notes: These pledge the full faith and unlimited taxing power of the City to pay debt service. The primary source of payment is from property taxes. The primary use of this type of debt is for projects that benefit the whole community. 100% of this debt counts against the City’s debt margin. Voter approval may be also required unless State Statute grants specific authority.
Type of general obligation bonds / notes include:
. Equipment certificates are used to finance vehicles and equipment. Certificates are paid off in a short period of time – typically three to five years, but could be as long as ten years. This type of financing will be used to finance fire trucks; . Improvement bonds are used to finance public improvement projects like street improvements. A minimum of 20% of the project costs must be assessed (special assessments) to the benefiting properties. They are often referred to as 429 bonds (reference to the authorizing chapter of State Statutes); . Street reconstruction bonds are used to finance street and related improvements. These bonds would be used for a street project where there are insufficient (or zero) special assessments. This is often the case with joint projects with the State or County. These bonds require the development of a “Street Reconstruction Plan” document, and a public hearing on the plan – after which there must be a unanimous approval of the plan by the Council. These types of bonds are subject to reverse referendum. . Capital improvement bonds are used to finance City facilities such as city halls, public safety and public works buildings and libraries. These bonds require the development of a “Capital Improvement Plan” document and a public hearing on the plan after which the Council must approve the plan by a 3/5th’s majority. . Referendum bonds can be used for a wide variety of public purposes. They are typically used for facilities that are not allowed under capital improvement bonds – such as recreation facilities. This type of financing was used for the Northfield Community Resource Center. . Lease Revenue bonds can be used for a variety of facilities projects. EDA Lease Revenue bonds were used to finance the aquatic facility. The Economic Development Authority issued the bonds – with lease payments from the City as the means of repayment for the bonds. The City levies property taxes for this purpose. . Tax increment bonds are used to finance public projects where a minimum of 20% of the revenue used to pay off the bonds comes from tax increment revenues. . Tax abatement bonds can also be used to finance public projects. Repayment of the debt comes from a property tax levy where the benefiting properties can generate sufficient property taxes to pay the principal portion of the bonds. A general debt levy pays the interest portion. The City does not have any tax abatement bond issues.
Revenue Bonds and General obligation revenue bonds are typically issued to finance enterprise (water, Wastewater, storm water and liquor operations) projects. Repayment of the bonds is made through user charges rather than a property tax levy. However, general obligation revenue bonds do carry the pledge of property taxes. Revenue bonds (without the g.o. pledge) will typically have a slightly higher interest rate. Tax increment revenue bonds carry a pledge of tax increments. Taxable tax increment revenue bonds are used when the project involves a private activity (as opposed to a public purpose) – such as assisting a private developer with the purchase of land.
Annual appropriation obligations include capital leases and similar arrangements where the annual payments must be appropriated (approved and included in the budget) each year. This type of lease financing is being used to pay for the energy improvements currently being installed throughout the City’s facilities. Another form of this is Certificates of Participation Bonds. The City issued this type of debt in August of 2012 to finance the construction of the new Police / Fire Administration / Joint Training Facility.
2013 – 2017 CIP Page 43 2013 – 2022 CAPITAL EQUIPMENT PLAN (CEP) INTRODUCTION & BACKGROUND
A capital equipment plan or CEP is a long-range plan, usually five or more years, which identifies vehicle and major equipment purchases, provides a planning schedule and identifies options for financing the plan. Use of a CEP -
. Allows for a systematic review and evaluation of all vehicle and equipment acquisition and replacement needs at the same time. . Provides the ability to assess financing needs and analyze available resources that can help provide stabilization in spending and the use of the available resources (including borrowing costs). . Serve as a continuing guide for managing the inventory by balancing repair and maintenance costs with residual trade-in value. The goal is to replace a vehicle or piece of equipment while there is still adequate trade-in value and prior to costly maintenance repair work. . Does not authorize the actual replacement as Council approves individual purchases as they are made.
The City expanded its CEP from a five-year plan to a ten-year plan a number of years ago in order to provide a clearer picture of the life cycle of items within the City’s fleet. The CEP is updated annually as part of the budget development process.
In general, those replacements scheduled in the first year or two can be regarded as immediate needs and will likely not change. Inventory items identified after the first two years are more subject to change and should be regarded as such. A special note on the fire apparatuses and equipment: the 2013 truck acquisition is relatively firm, but future truck replacements could easily change. For this year’s plan, future replacements have been pushed out pending the results of the current Fire Services Study as well as the decision on where the fire equipment will be housed in the future. Please see additional notes on the detail page for Fire equipment and vehicles.
The summary provides a quick overview for both projected replacements and financing. The detail of the CEP is generally organized by function / department.
Section 9: 2013 – 2022 CEP Page 1 Section 9: 2013 – 2022 CEP Page 2
Section 9: 2013 – 2022 CEP Page 3 Section 9: 2013 – 2022 CEP Page 4
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Summary
Schedule
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Building Inspections$ - $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ - Fire $ 750,000 $ - $ - $ - $ 1,100,000 $ - $ 600,000 $ 150,000 $ - $ - Library $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Police $ 92,000 $ 73,000 $ 116,000 $ 96,500 $ 96,500 $ 73,000 $ 96,500 $ 96,500 $ 96,500 $ 73,000 Public Works: Engineering $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ 24,000 $ - Equipment $ 70,000 $ 175,000 $ 105,000 $ - $ 242,000 $ 175,000 $ 175,000 $ - $ 135,000 $ - Facilities $ - $ - $ - $ - $ - $ 24,000 $ - $ - $ 22,000 $ - Mowers $ 30,000 $ 48,000 $ 98,000 $ 45,000 $ 5,000 $ 5,000 $ 45,000 $ 5,000 $ 85,000 $ - Pickups $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 Trucks $ 14,400 $ 164,800 $ - $ 176,600 $ 16,000 $ 16,400 $ 29,000 $ 167,200 $ 100,000 $ - Wastewater $ - $ - $ - $ - $ 35,000 $ 20,000 $ 160,000 $ 300,000 $ 90,000 $ - Water $ - $ - $ 6,000 $ - $ - $ 30,000 $ - $ 25,000 $ 25,000 $ 25,000 Public Works Total $ 144,400 $ 387,800 $ 209,000 $ 221,600 $ 328,000 $ 300,400 $ 439,000 $ 551,200 $ 511,000 $ 55,000
Grand Totals $ 986,400 $ 460,800 $ 325,000 $ 318,100 $ 1,524,500 $ 373,400 $ 1,135,500 $ 797,700 $ 631,500 $ 128,000
Financing Sources Vehicle Replacement Fund $ 236,400 $ 390,800 $ 319,000 $ 318,100 $ 254,500 $ 218,400 $ 375,500 $ 322,700 $ 281,500 $ 103,000 Fire Equipment Replacement Fund$ 200,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - Equipment Certificate $ 550,000 $ - $ - $ - $ 1,100,000 $ - $ 600,000 $ - $ - $ - Donations $ - $ - $ - $ - $ - $ - $ - $ 150,000 $ - $ - Garbage Fund $ - $ 70,000 $ - $ - $ 54,000 $ - $ - $ - $ 94,000 $ - Stormwater Fund $ - $ - $ - $ - $ 81,000 $ - $ - $ - $ 141,000 $ - Wastewater Fund $ - $ - $ - $ - $ 35,000 $ 125,000 $ 160,000 $ 300,000 $ 90,000 $ - Water Fund $ - $ - $ 6,000 $ - $ - $ 30,000 $ - $ 25,000 $ 25,000 $ 25,000
Grand Total $ 986,400 $ 460,800 $ 325,000 $ 318,100 $ 1,524,500 $ 373,400 $ 1,135,500 $ 797,700 $ 631,500 $ 128,000 OK OK OK OK OK OK OK OK OK OK
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Building Inspections
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Pickup 2010 Ford Ranger BI-210-3062 $ 24,000
TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ -
Financing Sources: Vehicle Replacement Fund $ 24,000
TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 10 years / 100,000 miles.
Notes: * Last four digits of VIN
Section 9: 2013 – 2022 CEP Page 5 Section 9: 2013 – 2022 CEP Page 6
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Fire
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
City: Fire Truck (a) 1978 Hend./Gen. 1871-S 8118$ 750,000 Fire Truck 1987 Peterbuilt 377 8115 $ 600,000 Aerial Ladder (b) 1985 Sutphen Penfab 8128 $ 1,100,000 City & Rescue ©: Heavy Rescue 2001 Pierce Lance 8120 $ 150,000 Ambulance 2002 Ford F-450 8110 City & Rural Fire (d): ATV & Trailer 2004 Polaris Ranger 400 Rural Fire (e): Mini-pumper 2004 Chevy 3500 8113 Fire Truck 2005 Sparten MPV 8125 Tanker 2005 International 7400 8126 Tanker 2008 Peterbuilt 340 8116
TOTAL $ 750,000 $ - $ - $ - $ 1,100,000 $ - $ 600,000 $ 150,000 $ - $ -
Financing Sources: Fire Equipment Replacement Fund $ 200,000 Equipment Certificates $ 550,000 $ 1,100,000 $ 600,000 Donations $ 150,000
TOTAL $ 750,000 $ - $ - $ - $ 1,100,000 $ - $ 600,000 $ 150,000 $ - $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 20 years
Notes: (a) This vehicle is overdue for replacement. There is an option to buy a demo model and receive up to a 5% discount. (b) The need for a new ladder truck should be reviewd in relationship to other fire vehicles and community needs. (c) These vehicles were donated from VFW; Carleton and St. Olaf Colleges; Northfield FRA charitable gambling proceeds and others. City is responsible for maintenances, insurance and other operating costs. It may be possible that future replacements; major refurbishment costs could also be shared. The 2016 project will refurbish the Heavy Rescue unit. The need for the ambulance should be revied in light of the Hospital's ambulance service. (d) These vehicles have been jointly purchased by the City and Rural Fire Association. It is anticipated that replacments would be financed the same way. (e) The City has no cost-sharing responsibilities for these vehicles. The City does provide storage space and maintenance (for cost). * Last four digits of VIN
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Library
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Bookmobile (a) 1985 International Booker LB-385-1678
TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Financing Sources: Vehicle Replacement Fund Donations
TOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The Friends of the Library purchased a newer used bookmobile in 2006. Expected life of this bus is at least 5 years. Dollars for a NEW bookmobile are not programmed at this time. Costs, needs and circumstances may change therefore a complete evaluation of the bookmobile service as it relates to the community's need as well as an analysis of the cost effectiveness of buying a new or used vehicle at that time (prior to actually committing dollars to that project).
Notes: (a) Replacement not programmed at this time. Anticipated cost estimated to be $150,000 * Last four digits of VIN
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City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Police
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Patrol: Marked Squad** 2013 Ford Police Interceptor 1 $ 26,500 $ 26,500 Marked Squad** 2011 Ford Crown Victoria 2 $ 33,000 $ 26,500 Marked Squad** 2009 Ford Crown Victoria 3 $ 33,000 $ 26,500 $ 26,500 Marked Squad** 2008 Ford Expedition 4 $ 32,000 $ 32,000 $ 32,000 Marked Squad** 2011 Ford Crown Victoria 5 $ 33,000 $ 26,500 Marked Squad** 2013 Ford Police Interceptor 6 $ 26,500 $ 26,500 Marked Squad** 2009 Ford Crown Victoria 7 $ 33,000 $ 26,500 $ 26,500 Marked Squad** 2013 Ford Police Interceptor 8 $ 26,500 $ 26,500 Marked Squad** 2011 Ford Crown Victoria 9 $ 33,000 $ 26,500 Unmarked Squad** 2013 Ford Police Interceptor 16 $ 26,500 $ 26,500 Marked - CSO 2008 Ford F-150 10 $ 24,000 $ 24,000 $ 24,000 Investigations (a): Unmarked 1999 Ford F-150 I-5 $ 26,000 Unmarked 2001 Ford Taurus I-3 $ 17,000 $ 17,000 Unmarked 2001 Ford Taurus I-7 $ 17,000 $ 17,000 Unmarked 2010 Chrysler Grand Caravan 14 $ 17,000 $ 17,000 Administration (b): Unmarked 2007 Ford Taurus I-4 $ 17,000 $ 17,000 $ 17,000 Equipment: Speed Trailer 2000 General Aviation Ind. A-6 Command Van (c) 2001 Ford Bus
TOTAL $ 92,000 $ 73,000 $ 116,000 $ 96,500 $ 96,500 $ 73,000 $ 96,500 $ 96,500 $ 96,500 $ 73,000
Financing Sources: Vehicle Replacement Fund $ 92,000 $ 73,000 $ 116,000 $ 96,500 $ 96,500 $ 73,000 $ 96,500 $ 96,500 $ 96,500 $ 73,000
TOTAL $ 92,000 $ 73,000 $ 116,000 $ 96,500 $ 96,500 $ 73,000 $ 96,500 $ 96,500 $ 96,500 $ 73,000 OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for marked squad replacement is 4 years / 75,000 - 90,000 miles. The benchmark for unmarked / administration vehicles is 10 years / 100,000 miles.
Notes: (a) Investigations vehicles have a placeholder in the CEP. If suitable forfeiture vehicles can be obtained that funding will not be required. (b) These vehicles were purchased used and replacment may be purchased as used vehicles. (c) This vehicle was transferred from Transit. * Last four digits of VIN ** Replacement cost includes lightbars, opticoms and other squad accessories including installation $6,300/vehicle.
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City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Engineering
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Pickup 2000 Ford Ranger BI-200-6584 Pickup 2010 Ford F-150 EN-210-5910 $ 24,000 Pickup 2011 Ford F-150 EN-211-6989 $ 24,000
TOTAL $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ 24,000 $ -
Financing Sources: Vehicle Replacement Fund $ 24,000 $ 24,000
TOTAL $ - $ - $ - $ - $ - $ - $ - $ 24,000 $ 24,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 10 years / 100,000 miles.
Notes: * Last four digits of VIN
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Equipment
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Loaders / Skid Steers: Skid Steer (a) 1995 Case 1845C PR-595-1868 Front End Loader 1999 Caterpillar 938G ST-499-1042 $ 175,000 Backhoe 2000 Case 580 Super L ST-400-6393 $ 65,000 Front End Loader 2002 Caterpillar 938G ST-402-1086 $ 175,000 Front End Loader 2009 Caterpillar 938H ST-409-0635 Skid Steer 2003 Bobcat S250 ST-503-2704$ 35,000 Street Patching Equipment: Hot Mix Trailer 1990 ST-600-29LP Roller (a) 1993 Caterpillar CB224B ST-493-0547 Hot Mix Trailer (b) 2012 Snow Removal Equipment: Snow Blower (c) 1988 Sno-Go MP3D ST-888-1718 Motor Grader 1991 Caterpillar 140G ST-491-7720 $ 175,000 Street Sweeping Equipment: Street Sweeper 2011 Elgin Pelican NP ST-411-2325 $ 135,000 $ 135,000 Arena Equipement: Ice Resurfacer 2007 Zamboni 540 PR-507-8667 $ 85,000 Shop Equipment: Forklift 1993 Caterpillar T30D ST-593-7414$ 35,000 Other: Showmobile (d) 1999 Encore 89C1 PR-699-4006 Utility Vehicle (a) 2001 Toro Workman PR-701-1123 Utility Vehicle 2005 Bobcat 5600B ST-505-2090 $ 40,000 Utility Vehicle 2007 Toro Workman PR-707-0833 $ 22,000 Chipper 2008 Brush Bandit 250XP ST-508-3177 Air Compressor 2008 Ingersol Rand P185 ST-508-SD08
TOTAL $ 70,000 $ 175,000 $ 105,000 $ - $ 242,000 $ 175,000 $ 175,000 $ - $ 135,000 $ -
Financing Sources: Vehicle Replacement Fund $ 70,000 $ 105,000 $ 105,000 $ 107,000 $ 70,000 $ 175,000 Garbage Fund $ 70,000 $ 54,000 $ 54,000 Stormwater Fund $ 81,000 $ 81,000 Wastewater Fund $ 105,000
TOTAL $ 70,000 $ 175,000 $ 105,000 $ - $ 242,000 $ 175,000 $ 175,000 $ - $ 135,000 $ - OK OK OK OK OK OK OK OK OK OK
Section 9: 2013 – 2022 CEP Page 11 Section 9: 2013 – 2022 CEP Page 12
Replacement Guidelines: Front End Loaders: 15 years Skid Steer: 10 years Utility Vehicles: 8 to 10 years Backhoe: 15 years Patching Equipment: 10 to 15 years Snow Blowers: 15 years Motor Grader: 25 years Street Sweeper: 5 years due to trade value Ice Resurfacer: 10 to 12 years Fork Lift: 20 years Chipper: 15 years Air Compressor: 15 years
Notes: (a) Not planned to be replaced. (b) New hot mix trailer purchased in 2012 to replace existing 1990 unit. (c) Sno-Go received new engine in 2007. (d) Showmobile was refurbished in 2011. Loaders: Fund 60% of one loader from the wastewater fund as it is used at the Wastewater Treatment Plant. Fund 40% of one loader from the Garbage Fund for the compost site work. Street Sweeper: Fund 40% from the Garbage fund and 60% from the Stormwater Fund. Other: Fund portion from Stormwater Fund to accommodate requirements of MS4 regulations (stormwater maintenance) for example - loader, backhoe. * Last four digits of VIN
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Facilities
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Pickup 2008 Chevy 1500 FC-208-3533 $ 24,000 Cargo Van 2011 Ford Transit FC-211-0843 $ 22,000
TOTAL $ - $ - $ - $ - $ - $ 24,000 $ - $ - $ 22,000 $ -
Financing Sources: Vehicle Replacement Fund $ 24,000 $ 22,000
TOTAL $ - $ - $ - $ - $ - $ 24,000 $ - $ - $ 22,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 10 years / 100,000 miles. * Last four digits of VIN
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City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Mowers
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Lawnsweeper 1996 Toro 5400HL PR-796-0152 Mower - Walkbehind 1998 John Deere Walk behind PR-798-5902 Mower - 4' 1999 John Deere GT235 PR799-0777 Tractor (a) 2003 John Deere 4610 PR-503-0635 Mower - 6' (b) 2006 John Deere 1445 ST-706-7020$ 30,000 Mower - 6' (b) 2006 John Deere 1445 ST-706-0661 $ 30,000 Mower - 10' 2006 Toro 4100D PR-706-0207 $ 45,000 Mower - 16' 2007 Toro 580D ST-707-0226 $ 80,000 Tractor (c) 2009 John Deere 6230 ST-209-8559 $ 18,000 $ 5,000 $ 5,000 Mower - 10' 2009 Toro 4100D ST-709-0102 $ 45,000 Tractor (c) 2011 John Deere 6230 ST-411-5363 $ 18,000 $ 5,000 $ 5,000 Mower - 16' 2011 Toro 5900 ST-711-1598 $ 80,000
TOTAL $ 30,000 $ 48,000 $ 98,000 $ 45,000 $ 5,000 $ 5,000 $ 45,000 $ 5,000 $ 85,000 $ -
Financing Sources: Vehicle Replacement Fund $ 30,000 $ 48,000 $ 98,000 $ 45,000 $ 5,000 $ 5,000 $ 45,000 $ 5,000 $ 85,000
TOTAL $ 30,000 $ 48,000 $ 98,000 $ 45,000 $ 5,000 $ 5,000 $ 45,000 $ 5,000 $ 85,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: Tractors: 15 years Mowers: 7 to 10 years / 3500 to 4000 hours / maximum trade in value at 2000 hours
Notes: (a) Tractor not planned for replacement. (b) Mower used year round. Mower in summer and sweeper/snowblower in winter. (c) Tractors on a 3 year cycle (new tractor 2 of every 3 years). Costs approximately $5,000 * Last four digits of VIN
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Pickups
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Pickup (a) 1999 Chevy S-10 ST-299-8116 Pickup 2000 GMC 3500 PR-200-0412 Pickup 2003 Dodge 2500 ST-203-5637$ 30,000 Pickup 2007 Chevy 2500 PR-707-3434 $ 30,000 Pickup 2009 Ford F-250 ST-209-0452 $ 30,000 Pickup 2009 Ford F-250 ST-209-0453 $ 30,000 Pickup 2011 Ford F-250 ST-211-8346 $ 30,000 Pickup 2011 Ford F-250 ST-211-8347 $ 30,000 P i c k up (b) 2012 Ford F-250 S T-212-XXXX $ 30,000
TOTAL $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000
Financing Sources: Vehicle Replacement Fund $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000
TOTAL $ 30,000 $ - $ - $ - $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 10 years / 100,000 miles.
Notes: (a) Not planned to be replaced. (b) New pickup purchased in 2012 to replace existing 1992 unit. * Last four digits of VIN
Section 9: 2013 – 2022 CEP Page 15 Section 9: 2013 – 2022 CEP Page 16
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Trucks
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Heavy Trucks: Water Truck 2006 Ford Water Truck ST-305-7758 $ 100,000 Dump Truck 2000 Sterling Dump Truck ST-399-5776 $ 150,000 Dump Truck 2001 Sterling Dump Truck ST-300-3305 $ 150,000 Dump Truck 2006 Sterling Dump Truck ST-305-6625 $ 150,000 Dump Truck 2008 Sterling Dump Truck ST-308-5840 Transit Bus (Share): Bus (a) $ 14,400 $ 14,800 $ 26,600 $ 16,000 $ 16,400 $ 29,000 $ 17,200
TOTAL $ 14,400 $ 164,800 $ - $ 176,600 $ 16,000 $ 16,400 $ 29,000 $ 167,200 $ 100,000 $ -
Financing Sources: Vehicle Replacement Fund $ 14,400 $ 164,800 $ 176,600 $ 16,000 $ 16,400 $ 29,000 $ 167,200 Garbage Fund $ 40,000 Stormwater Fund $ 60,000
TOTAL $ 14,400 $ 164,800 $ - $ 176,600 $ 16,000 $ 16,400 $ 29,000 $ 167,200 $ 100,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: The benchmark for these vehicles is 15 years / 100,000 miles. Water Truck: Fund 40% from the Garbage Fund and 60% from the Stormwater Fund
Notes: (a) Represents the City of Northfield's share of purchasing buses for local public transit. * Last four digits of VIN
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Wastewater
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Trucks: Pickup 2000 Chevy 2500 WW-200-1269 TV Van (a) 2001 Ford E-450 WW-201-3814 $ 160,000 Pickup 2006 Ford F-350 Utility WW-806-3094 $ 35,000 Pickup 2007 Chevy Colorado WW-207-0000 $ 20,000 Jet Vac 2009 Sterling Jet Vac WW-209-6669 $ 300,000 Equipment: Utility Machine 2011 JCB 535-95 WW-511-6693 $ 90,000
TOTAL $ - $ - $ - $ - $ 35,000 $ 20,000 $ 160,000 $ 300,000 $ 90,000 $ -
Financing Sources: Wastewater Fund $ 35,000 $ 20,000 $ 160,000 $ 300,000 $ 90,000
TOTAL $ - $ - $ - $ - $ 35,000 $ 20,000 $ 160,000 $ 300,000 $ 90,000 $ - OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: Pickups: 10 years / 100,000 miles. Vans: 10 years / 100,000 miles. Jet Vac: 10 years Versahandler: 10 years
Notes: (a) Major rehab performed on this vehicle in 2009. * Last four digits of VIN
Section 9: 2013 – 2022 CEP Page 17 Section 9: 2013 – 2022 CEP Page 18
City of Northfield 2013 - 2022 Capital Equipment Plan Vehicles and Equipment - Public Works - Water
Equipment Information Replacement Schedule
Type Year Make Model No. 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Trucks: Pickup (a) 1998 Chevy 2500 WT-298-2389 $ 30,000 Pickup (b) 2000 Chevy S-10 WT-200-1979 Pickup 2010 Ford F-150 WT-210-8025 $ 25,000 Pickup 2010 Ford F-150 WT-210-5911 $ 25,000 Pickup 2012 Ford F-150 WT-212-7042 $ 25,000 Other Equipment: #5 Well Generator 1997 Olympian 96A00326-5 WT-897-5151 Portable Genset 1999 Kohler 40REOZJ WT-899-4001 #3 Well Generator 2002 Generac EK 130 #4 Well Generator 2002 Generac EK 130 Booster Station 2006 Generac SG100 Generator Mower 2007 John Deere 757 WT-707-6715 $ 6,000 Valve Wrench (c) 2009 Wachs
TOTAL $ - $ - $ 6,000 $ - $ - $ 30,000 $ - $ 25,000 $ 25,000 $ 25,000
Financing Sources: Water Fund $ 6,000 $ 30,000 $ 25,000 $ 25,000 $ 25,000
TOTAL $ - $ - $ 6,000 $ - $ - $ 30,000 $ - $ 25,000 $ 25,000 $ 25,000 OK OK OK OK OK OK OK OK OK OK
Replacement Guidelines: Pickups:10 years / 100,000 miles Mowers: 7 to 10 years / 3,500 to 4,000 hours Generators: 25 to 30 years
Notes: (a) This pickup has a hoist, valve wrench, and plow installed. Replacement will require these pieces of equipment be moved to the new truck. (b) This pickup is not planned to be replaced. (c) This wrench is attached to WT-298-2389 and will be moved to the replacement planned for 2018. * Last four digits of VIN
47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2013) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Proposed Maintenance by Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Repair Type r S e T t Elementary E E B LONSDALE BLVD L a RDresden Mill & Overlay i n c R o l W Hills n LINCOLN PKWY D Park Modified Reclaim C D Lashbrook N Overlay Park L EDWA R D Reclaim E
43 HIGHLAND AVE Reconstruct Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 47 Township Greenvale Waterford Township Street Maintainence 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2013-2017) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Seal Coat/Crack Seal by Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Year r S e T t Elementary E E B LONSDALE BLVD L a RDresden 2013 i n c o R l n W Hills D LINCOLN PKWY Park 2014 C D Lashbrook N 2016 Park L EDWA R D E
43 HIGHLAND AVE Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L Notes: DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT Crack sealing will occur in the Fall when temperatures are low PRAIRIE ST M P Sechler Park N and seal coating will occure in the summer months the following Park 9TH ST 9TH ST O Heywood S year.
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/4/2013 47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2013-2017) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Construction Projects By Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Year r S e T t Elementary E E B LONSDALE BLVD L a RDresden 2013 i n c o R l n W Hills D LINCOLN PKWY Park 2014 C D Lashbrook N 2015 Park L EDWA R D 2016 E
43 HIGHLAND AVE 2017 Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2014) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Proposed Maintenance by Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Repair Type r S e T t Elementary E E B LONSDALE BLVD L a RDresden Modified Reclaim i n c R o l W Hills n LINCOLN PKWY D Park Reconstruct C D Lashbrook N Park L EDWA R D E
43 HIGHLAND AVE Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2015) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Proposed Maintenance by Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Repair Type r S e T t Elementary E E B LONSDALE BLVD L a RDresden Mill & Overlay i n c R o l W Hills n LINCOLN PKWY D Park Reclaim C D Lashbrook N Reconstruct Park L EDWA R D E
43 HIGHLAND AVE Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2016) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Proposed Maintenance by Year City Street Districts I K N
CEDARAVE Greenvale I a y N E A w Park G D NORTHFIELD BLVD Repair Type r S e T t Elementary E E B LONSDALE BLVD L a RDresden Mill & Overlay i n c R o l W Hills n LINCOLN PKWY D Park Reconstruct C D Lashbrook N Park L EDWA R D E
43 HIGHLAND AVE Water Bodies
T
T
S
S Pond GREENVALE AVE Y N
R
E
R S Wetland
D
E p
SPRING ST N r H I i
L C n DIXON AVE LINCOLN ST SUMMIT AVE g Cherry
WATER ST C Park r e St. Olaf College Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park Northfield
SPRING ST 2ND ST Area River Oddfellows Learning Walk
Park MAPLE ST Center Central NEVADA ST - 3RD ST DIVISION ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E
WALDEN PL WALDEN L
ELM ST A St. Oddfellows Bridge OAKST W Triangle Park 4TH ST Square 4TH ST Ames
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO M S PROSPECT DR R
A SUMNER ST WINONA ST
78 MAPLE ST 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Sibley Playground v e Park i R e R BOLLENBACHER DR Elementary DECKERAVE n Northfield D c o JEFFERSON RD Spring i n High IA Creek n L R BIRCH L Park a Street School N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST R D k D H ERVIE e
W N C IV Jefferson ALDR I D JEFFE e R O R
R BRENT LN Park Bridgewater S r S ON Truman Elementary P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Northfield Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Middle Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park School SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 47 Township Greenvale Waterford Township Street Reconstruction 23 Capital Investment Hauberg Woods 3 THYE PKWY THYE CT Projects Greenvale Township
Liberty Prairie Park (2017) Hills QUIE LN Park Playground LUPINE DR Northfield G.A. Hospital Rysgaard Prairie Park Hills Park John ENSLEY AVE North Waterford Township Park Legend 80TH ST E NORTH AVE E 19 STANTON BLVD 19 Bridgewater Township LOOMIS CT V Northfield Township V A Proposed Maintenance City Street Districts I K N
CEDARAVE I t e r w a y N E A a G D NORTHFIELD BLVD Repair Type W T S n E E B LONSDALE BLVD l RDresden L o R i n c Hills D Reclaim LINCOLN PKWY Park C D Lashbrook N Park L EDWA R D E
43 HIGHLAND AVE Water Bodies
T
S Pond GREENVALE AVE N
E S Wetland
D SPRING ST p N r I i L n DIXON AVE LINCOLN ST g Cherry WATER ST C Park r e St. Olaf College PLUM ST Carleton College e k SAINT OLAF AVE
Way 1ST ST 1ST ST Park
2ND ST River Oddfellows Walk Park 3RD ST Central NEVADA ST - DIVISION ST 3RD ST 90TH ST E 59 Park 79 Forest FOREST AVE L STREET RD 90TH ST E WALDEN PL WALDEN AL St. Oddfellows Bridge OAKST W Triangle Park Square 4TH ST Ames
ORCHARD ST
Park UNION ST 5TH ST
E D Memorial G 6TH ST Park E LAUREL CT B t h R a Northfield e Riverside H C STWATER O r e Lions 7TH ST DR O WE R e Park PARK DR O Y K k L DR Washington F W 8TH ST Y K Babcock Park A GOLDENROD CT
PRAIRIE ST P Park M Sechler N Park 9TH ST 9TH ST O Heywood S
D R R Sechler Park
E Babcock R G Athletic N WOODLEY ST F D Athletic POPLAR ST
O Complex P F Complex R L CREEK LN R O Parmeadow E
A COLLEGE ST T J F N Park S E FREMONT ST S IO ELM ST M S PROSPECT DR R
A SUMNER ST WINONA ST 78 100TH ST E SUMAC LN LINDEN PL Sibley k AMES ST Swale Sibley e Park Grant Swale e Park r Park 28 Campostella C r Playground v e Park i R e R BOLLENBACHER DR DECKERAVE n D c o JEFFERSON RD Spring i n IA Creek n L R BIRCH L Park a Street N C Jefferson 100TH ST E Dept. NCRC Garage Park Playground
R ARCHIBALD ST DR k D RAIDER DR H C ERVIE I e
W N IV Jefferson ALD R D JEFFE e R O R
R BRENT LN Park S r S ON MAPLE ST Truman P C R K Park W CANNON LN JEFF E DR g
NLEY DR Y KENNEDY CT I R E n SPRING CREEK RD R K i N R O K U r SW O M C B D Downtown Northfield S p Water Hidden E Tyler E S V D R Spring K Tower 1:24,000 AGATE DR Valley Roosevelt ELT Park L A Park Park Creek 2ND ST Soccer MICHIGAN DR 19 H Playground 1 inch equals 0.38 miles
Complex D
UNION UNION ST ASPEN ST
E DIVISION ST R LINCOLN ST R D V ITA Aspen IO R L GE DR Roosevelt R B 1 inch = 2,000 feet CARTER DR Park P E Park SU T DUNDAS BLVD Heritage 3RD ST R 3RD ST UL r LE LN Park A IL k D B e M Roosevelt R I e Y R Ridge E v e B A i WASHINGTONST 0 0.2 0.4 0.6 0.8 1 CANNON RD HO Park r A B F NE R R Miles Y CUST DR D C LO 3 DIVISION ST Y n 4TH ST Char LE g FORD ST 0 1,000 2,000 3,000 4,000 5,000 Carlson L n o A i n Feet FARIBAULT BLVD Park V 246 1 r n DEPOT ST p a S
F C
Dundas A HESTER ST DR 5TH ST O N GRASTVEDT LN MILL ST AK L AW R 1 W BRIDGE ST 1 0 E 2ND ST T Bridgewater H L 3RD ST L S Township DIVISIONST Township T Northfield 20 3 A SCHILLING DR STAFFORD RD E 6TH ST 1 WEST AVE V
E WATER ST WATER 110TH ST E 1 FOXAVE 81 Historic District Updated: 4/3/2013 WORK SESSION
Date of City Council Work Session: April 9, 2013
To: Mayor and City Council City Administrator
From: Kathleen McBride, Finance Director
Subject: Discussion – Update on Northfield Area Ambulance Association (NAAA)
Action Requested: Significant changes are being contemplated for the organization. Council is being asked to review the information presented and provide comment to staff.
Summary Report: A workgroup of the NAAA has been meeting to review the existing joint powers agreement and mission of the organization as a result of an evolving change in the focus over the years. At this time, it is the consensus of the workgroup to recommend to the NAAA Board of Directors that the organization dissolve and return surplus assets to the member local governments.
Background - The City withheld its 2012 dues payment ($20,007 - $/per capita) to the organization because of lack of information on the current mission / purpose of the organization, budget and finances. (See attachment 1 to this report.) At the same time, a smaller workgroup of the organization had already been meeting to review the existing joint powers agreement as well as the mission of the organization.
The NAAA held its annual meeting on February 27th and had the largest attendance on record. It is my belief that the City’s refusal to pay 2012 dues (49% of total) resulted in the record attendance. Galen Malecha, Northfield’s representative, Council Member David Delong (new representative to the NAAA Board) and I attended. A key agenda item at the meeting was the workgroup presenting its initial findings and it was this topic that involved the most discussion.
I reiterated the City’s concerns regarding the association. Other members expressed similar concerns. We also learned that the IRS had revoked the association’s tax exempt status and that there were several reports that needed to be filed. I volunteered to help coordinate completion of the reports and compile more formal financial summaries for the board. It was also decided that the workgroup would continue to examine the viability of the association and its future.
The workgroup met on Tuesday, April 2nd. The group first met with hospital representatives who presented a letter (attachment 2) stating that they would no longer accept payments ($30,000 / year) from the association that would help offset the cost of providing pre-arrival medical assistance. This new position was based upon their philosophy to not accept tax dollars to support the hospital’s operation. They also expressed a desire that the association continue in some form and serve as an advisory group to the hospital in its delivery of EMS services. Should the association dissolve, the hospital representatives did ask the group to consider providing the hospital with a final capital contribution that would be used to purchase a replacement ambulance.
Results of the Workgroup discussion of April 2nd – the workgroup discussed the hospital’s presentation. It was the consensus of the group that the Joint Powers Agreement be terminated. There was strong support for some form of association continuing as a customer focus / advisory / lobby group to support EMS operations in the region – particularly in light of healthcare reform.
The disposition of the association net assets was also discussed in light of the hospital’s request. It was the consensus of the group that the surplus be returned to members based upon some ratio of contributions made. While the hospital has capital needs, so do member organizations.
Next Steps – the workgroup will meet again on April 23rd to complete a report that will be presented to the association board at its quarterly meeting in May. This will allow time for the IRS reports to be completed, legal advice on how to disband (and reform a different organization) and analysis on how to distribute the association’s remaining surplus.
ATTACHMENTS: 1. October 22, 2012 letter to Galen Malecha – re: NAAA 2012 dues notice 2. March 28, 2013 letter to Chuck Rud from the Northfield Hospital 3. Map showing Northfield Hospital EMS primary service area, NAAA membership area and the Rural Fire Association area 4. NAAA Contributions
Legend NORTHFIELD AREA AMBULANCE ASSOCIATION, NAAA Service Area RURAL FIRE PROTECTION, AND NORTHFIELD CITY NHCEMS PSA Boundary HOSPITAL SERVICE AREAS Miles Rural Fire Protection Area (Does Not Include Dennison) Sources: Esri, DeLorme, NAVTEQ, USGS, Intermap, iPC, NRCAN, Esri Japan, METI, Esri China (Hong Kong), Esri (Thailand), TomTom, 2013 4 2 0 4
WORK SESSION
Date of City Council Meeting: April 9th, 2013
To: Mayor and City Council City Administrator
From: Joseph L. Stapf, P.E., Public Works Director/City Engineer
Subject: Trail Projects Update
Action Requested: No action requested at this time
Summary Report:
TIGER Trail
In the fall of 2011, the City of Northfield was awarded a TIGER III grant to help fund the construction of a non-motorized trail linking the north and west side of Northfield with the east and south side of town. That project has been under design since February of 2012, and work is nearly finished. The project is very complex, involving a bridge over the Union Pacific railroad tracks, two at-grade crossings of railroads, and construction of a retaining wall to enable the trail alignment to cross under the existing TH 3 overpass of those same railroad tracks. Several design challenges have been encountered, and have been resolved. This next week there is a scheduled meeting with various District 6 MnDOT personnel in Rochester to review the plan status prior to official submittal to MnDOT’s St. Paul office. At this time we anticipate bidding the project in mid-June.
Right of Way acquisition is proceeding and should be completed by the end of May.
The one remaining troubling problem is the cost estimate for the project. During the discussions with the various railroads, different problems were identified which added cost to the project. For example the bridge had to be raised and lengthened beyond that which had been identified in the grant application. MnDOT has also implemented a tighter set of design standards for retaining walls which eliminated from use of a retaining wall system that has proven itself to be effective and less costly. There will likely be a series of lengthy discussions between the manufacturer of this retaining wall system and MnDOT, but that will probably take longer than we can tolerate to complete this project so we have had to revise the retaining wall to a more expensive structure.
Right now the most recent project estimate is about $200,000 over budget. While bids could very well come in under the estimate as has been the case with most projects the past few years, there is still cause for concern.
East Cannon River Trail
In November of 2011, the city of Northfield was re-awarded a Legacy Program Grant to fund the construction of what has come to be called the East Cannon River Trail. This trail would continue from the already completed leg near Bollenbacher Court, on south to Dundas. This project has been tied up in a lengthy process of discussion and permitting submittals with regulatory agencies including the US Army Corp of Engineers because it will be built within identified wetlands.
In December 2011, I met with the Corps of Engineers representatives to ascertain if there really was any realistic likelihood that a permit to construct would be issued. I went into that meeting very skeptical, but came away from it optimistic that it would happen. We (Brian Welch and I) were told that we should submit an Alternatives Analysis identifying that which was preferred, and why. For that purpose Barr Engineering was hired, and that analysis was submitted this past fall. That is where we have become bogged down, again. There is a group called the Technical Evaluation Panel that has continued to ask the same questions that have been answered in the alternatives analysis, and in an official response. More recently we have had several email exchanges over those same questions.
The questions concern whether or not there are some environmental issues involving turtles, why we even need to build the trail since there is the Mill Towns Trail already on the west side of the Cannon River, why the trail needs to be 10 feet wide instead of 8 feet, and why we cannot route it through this area on the roads through the industrial park. Lastly, the Soil and Water Conservation District seems to think that we (Northfield) should somehow make Jim Gleason complete a wetlands mitigation project that was supposed to be part of the Target Store project, but never finished.
We now have a meeting scheduled with the Soil and Water Conservation District for the week of April 8th to try to resolve most of these issues.
Attachment:
Maps GREENVALE AVE
TIGER TRAIL CORRIDOR GREENVALE PL GREENVALE
TIGER Trial HWY 3 N
Feet 200100 0 200
CHERRY ST
HWY 3 N
LINDENN ST
PLUM ST NPLUM 3
SPRING STN
WATER ST N WATER
ST OLAF AVE PLUM ST N ST PLUM
LINDENN ST SPRING NST 19
FIRST ST W
WATER ST N WATER ST NWATER
PLUMST S
SPRING SST
WATER WATER ST S WATER ST S
LINDENS ST DIVISION ST S SECOND ST E SECOND ST W EAST CANNON RIVER TRAIL CORRIDOR
East Cannon River Trail (Proposed)
Feet 100th St E 600300 0 600 100TH ST E
3 JEFFERSON RD RIVERVIEW LN RIVERVIEW
RIVERVIEW DR
FRONTAGE RD 78 JEFFERSON DR
CANNON LN HIDDEN VALLEY RD PETERSON DR
Bluestone Dr HWY 3 S w DUNDAS BLVD HONEYLOCUST DR ll To ns M i R AGATE DR d
uff La Bl
HERITAGE DR LINCOLN ST S
LEGACY LN VALLEY DR
CANNON RD HONEYLOCUST DR MILLER LN 3 Timberlane Timberlane Dr
PEPPER RIDGE LN
CR 1 E CR 1 E 3 t
1 l C
VALLEY DR e
r
r
a
F 110TH ST E
F
EVERETT ST E a 3 r m r
e e Ave Farrel 1 l THIRD ST N ry SCHILLING DR T A
r v
e