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City Council Packet 04-30-2013 Special
CITY OF PLYMOUTH AGENDA SPECIAL COUNCIL MEETING APRIL 30, 20137 6:00 p.m. MEDICINE LAKE CONFERENCE ROOM 1. CALL TO ORDER 2. TOPICS A. Discuss Preliminary Budget 1) 2012 Year End Financial Summary 2) Levy for 2014/2015 3) Labor Contracts — Salaries and Benefits 4) Public Works a) Peony Lane Project Financing/Franchise Fees b) Nature Canyon site c) Crosswalks 5) Fire a) Fire Relief Pension Benefits b) Fire Service c) Fleet Proposal 6) Police a) Police staffing b) Armored Vehicle c) Fitness Program 7) Community Development a) Development Overview for 2014 b) Section 8 Program Administration Special Council Meeting 1 of 2 April 30, 2013 8) Park and Recreation a) West Medicine Lake Retaining Wall b) Ice Center Fund — Training Facility and Energy Improvements C) 10th Playfield d) Open Space Bonds 9) Administrative Services a) Review of IT and Risk Management Allocations b) Questica Budget Software c) Utility Rate Study d) Allocations e) Review City Memberships 10) Capital Improvement Program 11) Budget Calendar 12) Next Steps B. Set Future Study Sessions 3. ADJOURN Special Council Meeting 2 of 2 April 30, 2013 Item 1 City of Plymouth 2012 Year - End General Fund 2012 Amended 2012 Budget less Percent of 2011 Budget Actual Actual Budget Actual Fund: 100 General Fund Revenue General Property Taxes 22,671,000 22,779,828 108,828 22,216,346 Permits and Licenses 2,641,230 3,803,616 1,162,386 3,081,424 Intergovernmental 2,018,578 2,097,962 79,384 1,838,225 Charges for Services 1,272,170 1,262,172 9,998 1,246,602 Fines and Forfeitures 775,500 847,244 71,744 877,689 Special Assessments 2,600 5,230 2,630 22,277 Interest Income 20,000 113,762 93,762 207,416 Contributions and Donations - Operating 0 21,118 21,118 2,822 Contributions and Donations - Capital 700 0 700 1,250 Billings to Departments 300,000 704,182 404,182 1,119,205 Transfers In 266,925 305,094 38,169 245,425 Other 51,200 142,026 90,826 149,514 Revenue Totals 30,019,903 32,082,235 2,062,332 107% $31,008,195 Expenditures Personal Services 18,159,600 17,414,479 745,121 17,126,235 Materials and Supplies 1,496,612 1,413,401 83,211 1,301,845 Employee Development and Meetings 204,290 161,970 42,320 122,654 Dues and Subscriptions 92,402 86,268 6,134 86,047 Contractual Services 3,447,666 3,219,392 228,274 3,524,064 Equipment 79,740 72,848 6,892 63,922 Capital Improvements 24,800 109,854 85,054 11,449 Allocations 5,640,109 5,637,874 2,235 4,774,814 Transfers Out 129,500 453,879 324,379 3,280,729 Other 745,184 622,557 122,627 544,923 Expenditure Totals 30,019,903 29,192,521 827,382 97% $30,836,680 Revenue Grand Totals: 30,019,903 32,082,235 2,062,332 31,008,195 Expenditure Grand Totals: 30,019,903 29,192,521 827,382 30,836,680 Net Grand Totals: 0 2,889,715 2,889,715 10% $171,516 ral Fund Balance = Reserve of 2013 Budget of $30,806,473 = ear Ending net position = t Transfers made: Systems (City Hall and Fire Stations 1, 2, 3) on of microfiche vailable for other purposes: tions to Consider: Peony Lane Street Reconstruction West Medicine Lake Retaining Wall 10th Playfield Other 14,897,676 12,322,589 56,353 150,000 2,575,0871 206,3531 2,368,7341 Levy Type Levy Base General Fund Base Market Value Homestead Credit Street Reconstruction Recreation Fund Park Replacement Capital Improvement Fund Total Levy Base Special Levies PERA Public Safety GO 2003B Street Recon Bonds GO 2003C Street Recon Bonds 2003D Open Space Refunding GO 2004A Public Safety GO 2007A Open Space 2009B Activity Center Bonds GO 2010A Open Space Total Special Levies TOTAL CITY LEVY HRA Levy TOTAL LEVY 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0 Item 2 2009 2010 2011 2012 2013 4/24/2013 3:39 PM Page 1 City of Plymouth CITY and HRA TAX LEVIES io io ro ra Increase/D increase/D Increase/ Increase/ 2009 2010 ecrease 2011 ecrease 2012 Decrease 2013 Decrease 12,856,138 13,050,115 12,560,323 22,701,000 23,466,633 510,000 589,795 552,502 0 0 2,458,092 2,531,835 2,607,790 2,686,024 2,766,605 678,497 618,497 618,497 559,480 559,480 130,000 330,000 358,216 368,962 380,031 391,432 391,432 16,860,943 17,159,204 1.77% 16,719,143 -2.56% 26,467,936 58.31% 27,514,150 64.57% 101,012 108,728 157,588 0 0 9,231,614 9,183,835 9,593,124 0 0 178,355 179,038 179,563 179,524 0 424,531 267,257 281,326 596,354 596,958 601,683 598,953 601,053 255,486 255,223 254,764 254,108 253,255 432,016 410,989 407,558 412,125 263,259 264,036 265,716 11,486,625 11,016,097 -4.10% 11,457,539 4.01% 1,708,746 85.09% 1,120,024 90.22% 28,347,568 28,175,301 -0.61% 28,176,682 0.00% 28,176,682 0.00% 28,634,174 1.62% 551,277 551,277 551,277 551,277 551,277 28,898,845 28,726,578 -0.60% $28,727,959 0.00% 28,727,959 0.00% 29,185,451 1.59% City of Plymouth Total Levy 2009 2010 2011 2012 2013 4/24/2013 3:39 PM Page 1 Wage Increases Current Contract Police 2011-2013 Sergeants 2011-2013 Maintenance Wkr 2013-2015 -PENDING CTP (Clerical, Tech, Prof) 2013-2015 Non-union City of Plymouth Personal Wages Item 3 2010 2011 2012 2013 2014 2015 0% 1% 2% 2% 0% 1% 2% 2% 2% 0% 1% 2% 2% 2% 2% 0% 1% 2% 2% 2% 0% 0% 2% 2% Salary & Benefit Cost Average General Fund salary & benefit cost of overall General Fund expenditures: 60% ** Average salary & benefit cost of all funds (including General Fund) of overall expenditures: 34% ** Based on 4 year average Prepared by Jodi Bursheim 4/25/2013 Page 1 ribc;cy of Plymouth Adding QunlitV to Life REGULAR COUNCIL MEETING February 12, 2013 1. OVERVIEW: Item 4 Agenda 8.01Number: To: Laurie Ahrens, City Manager Prepared by: Dave Callister, Administrative Services Director Item: Review Funding Options for Peony Lane and Vicksburg Lane Projects On September 11, 2012, the Council discussed two major street projects that have been identified in the City's Capital Improvement Program (CIP) to be undertaken in the next few years. The projects include: Peony Lane Proiect Scheduled for 2014 at an estimated cost of $11.3 million. The project involves the realignment and widening of Peony Lane/Lawndale from Schmidt Lake Road to Maple Grove Vicksburg Lane Proiect Scheduled for 2015 & 2016 at an estimated cost of $19.4 million. The Project includes the reconstruction and widening of Vicksburg Lane from Old Rockford Road to Schmidt Lake Road. The Project will add capacity and improve safety and currently includes a bridge over the Canadian Pacific rail line. 2. FINANCING OPTIONS: In order to determine the financial feasibility of the projects, it is important to first review all potential sources of funding and their impact. At the September 11, 2012 Special Meeting, the Council discussed potential financing sources that included: Municipal State Aid (MSA) Property Tax Levy G.O. Street Reconstruction Bonds Area Charges Area Charges Special Assessments Fran ch ise Fees Fran ch ise Fees Utility Trunk Fund Federal/State Funding Since the meeting, Staff has identified two other potential revenue sources that could be used to assist in financing the Peony and Vicksburg projects: General Fund Surplus 2012 Although we are awaiting final audited numbers from the 2012 General Fund budget, we expect to have $2 million available for other purposes and would recommend that the Council consider contributing this amount towards the Peony Lane Project. Street Reconstruction Fund Staff has also identified the street reconstruction needs for the next 20 years as well as the revenues necessary to fund these needs. The result is that we expect to maintain an $8 to $10 million cash balance in the Street Reconstruction Fund through 2030. Because a portion of the Vicksburg Lane Project will be reconstruction, we have identified $2 million from the Street Reconstruction Fund to be utilized for this project. After this contribution, the Street Reconstruction Fund is still projected to maintain a long term balance of $6 to $8 million as per the chart below. The $2 million contribution would represent about 10% of the total Vicksburg Lane project costs. The chart illustrates that the long range projections of expenses and revenue will nearly balance out after 2015. Project expenses follow the existing Capital Improvement Program through 2017 at which time all capital project expenses are increased at three percent annually. Beginning in 2014, the tax levy increases at three percent annually. All interest earnings are projected using a 1.5 percent interest rate on existing cash balances Under the existing projections, the annual expenses are slightly higher than the annual revenues causing a small reduction of the cash balances each year. Under these assumptions and utilizing 2 million for Vicksburg Lane, the projected cash balance in 2030 will be $6 million. Page 2 cityofStreetReconstructionFundrp) 2004 to 2020 Plymouth Add)"9 Omirty to 01+ 14 c4 12 10 8 6 4 A/ 2 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Cash Balance Capital Projects Revenue Includes $)-million for Vicksburg in 2015 **Does not include future general fund surplus transfers The chart illustrates that the long range projections of expenses and revenue will nearly balance out after 2015. Project expenses follow the existing Capital Improvement Program through 2017 at which time all capital project expenses are increased at three percent annually. Beginning in 2014, the tax levy increases at three percent annually. All interest earnings are projected using a 1.5 percent interest rate on existing cash balances Under the existing projections, the annual expenses are slightly higher than the annual revenues causing a small reduction of the cash balances each year. Under these assumptions and utilizing 2 million for Vicksburg Lane, the projected cash balance in 2030 will be $6 million. Page 2 3. PROJECT FINANCING By PROJECT: Peony Lane 1 2014 Expenditures Total Planning/Design 300,000 Land Acquisition 2,000,000 Construction/Maintenance 9,000,000 Total Expenditures 11,300,000 Revenue Total Municipal State Aid Fund 4,300,000 G.O. Street Reconstruction Bonds 0 G.O. State Aid Bonds 4,475,000 Special Assessments/Area Charges 0 General Fund Surplus - 2012 2,000,000 Street Reconstruction Fund 0 Utility Trunk Fund 525,000 Total Revenue 11,300,000 The majority of the funding for Peony Lane will be generated through the issuance of G.O. State Aid Bonds, current and future MSA funds on hand, and surplus funds. Current MSA rules allow MSA cities to request advancements ofup to the lesser of $4 million dollars or five (5) times their annual allotment to fund construction of state aid roadways. The advancement would be repaid by the City's future allocation of state aid funds. The City's current rate of allocation is approximately $2 million annually. Since we are advancing $4 million of future MSA funds, we may structure the G.O. State Aid Bonds so that the first year or two would be interest only payments. In total, there will be sufficient funds available to adequately fund the Peony Lane Project, without the need for a property tax levy. Vicksburg Lane 1 2015/2016 Expenditures Total Planning/Design $800,000 Land Acquisition $1,500,000 Construction/Maintenance $17,100,000 Total Expenditures $19,400,000 Revenue Municipal State Aid Fund G.O. Street Reconstruction Bonds G.O. State Aid Bonds Special Assessments/Area Charges General Fund Surplus Street Reconstruction Fund Utility Trunk Fund Total Revenue Total 0 8,875,000 8,525,000 0 0 2,000,000 0 19,400,000 Page 3 The funding for Vicksburg Lane relies primarily on the issuance of $17.4 million in debt. Two types of debt will be utilized, G.O. MSA Bonds for $8.5 million (repaid with state aid) and G.O. Street Reconstruction Bonds for $8.9 million (repaid from property taxes or franchise fees). As outlined earlier, Staff is recommending that the Street Reconstruction Fund contribute $2 million to the Vicksburg Project. 4. TOTAL PROJECT FINANCING: It is likely that there would be one set of bonds issued in early 2014 and one set of bonds issued in 2015 and 2016. Given today's low interest rate climate, we have assumed a term of 10 years for the bonds at 2% interest. However, the Council could consider utilizing a 15 year term on the G.O. Street Reconstruction Bonds which would lower annual payments as noted below. Total EMI" 11 Expenditures Total Planning/Design 1,100,000 Land Acquisition 3,500,000 Construction/Maintenance 26,100,000 Total Expenditures 30,700,000 Revenue Total Municipal State Aid Fund $4,300,000—> Includes MSA advance of $4 million G.O. Street Reconstruction Bonds $8,875,000—> Annual Payments of$1.04 million (+3.5% tax levy or franchise fees) G.O. State Aid Bonds $13,000,000-> Annual Payments of $1.52 million (State Aid Allocation) Special Assessments/Area Charges $0 Street Reconstruction Fund $2,000,000 General Fund Surplus 2012 $2,000,000 Utiilty Trunk Fund $525,000 Total Revenue $30,700,000 NOTES: 1. State Aid Bonds are financed up front with repayment of bonds from annual allocation. 2. Al debt is issued with a 10 year term and 2% interest rate. If G.O. Bonds are issued for 15 years, the rate is 2.5% and annual payments $753,000 (2.6% tax levy increase). G.O. Street Reconstruction Bonds are necessaryfor Vicksburg but contain certain provisions that must be met. 5. FRANCHISE FEES OR PROPERTY TAX LEVY: Given the total project summary above, the city would need to issue $8,875,000 in G.O. Street Reconstruction Bonds. There are no existing funding sources to repay the estimated $1 million annual principal and interest payments. The two logical funding sources would be either an annual property tax levy or franchise fees or a combination thereof. A property tax to generate the $1 million annual debt service payments would necessitate a property tax increase of 3.5 percent. If franchise fees are implemented, a fee of $1.50 per household per month for both electric and natural gas would generate the funds necessary to pay the annual debt. The fees could also provide for a long term funding strategy that could supplement the existing Street Reconstruction Fund and reduce future reliance on property taxes. There are currently no provisions in the city's long term financial plans to fund the city's share of future county roads, bridges or traffic signals. Page 4 The following chart shows how much revenue could be generated from franchise fees. Household Rate 1.00 1.50 2.00 Commercial/Industrial Rate 1.00 to $20.00 1.50 to $30.00 2.00 to $40.00 Annual Revenue 1,027,968 1,541,952 2,055,936 One of the major advantages ofimplementing a franchise fee versus a tax levy would be that tax exempt properties would also help contribute towards project costs. The Franchise Agreements with Xcel Energy, Wright Hennepin Electric and CenterPoint Energy are currently in place and allow for implementation of a franchise fee under a Franchise Fee Agreement with the utilities and adoption of a separate Franchise Fee Ordinance. Staff has successfully negotiated Franchise Fee Agreements with CenterPoint Energy and Wright Hennepin Electric. The Agreement with Xcel Energy is close to completion with only one outstanding issue. Xcel Energy is the only utility of the three that opposes a provision in the Franchise Fee Agreement that allows the city to continue charging for right-of-way (ROW) permits that the utilities currently pay to the city. The city has averages $135,000 in annual ROW permit revenue. Depending on the outcome of this issue, there may be a significant impact on future ROW permit fees collected and deposited in the Street Reconstruction Fund. Several comparable area cities currently have franchise fees including: Ci Type Year Annual Revenue Monthly Residential Fee per Utility Small Large C/I C/I Eden Prairie Electric & Gas 2012 2,000,000 2.50 3.00 45.00 Edina Electric & Gas 2012 1,100,000 1.45 2.90 40.00 Golden Valley Electric & Gas 2010 600,000 2.00 22.50 206.00 Hopkins Electric & Gas 2004 490,000 1.70 3.35 105.00 Minnetonka Electric only 2005 800,000 2.50 4.50 4.50 St. Louis Park Electric & Gas 2004 910,000 2.50 4.50 77.00 Average 2008 983,333 2.11 6.79 79.58 The proposed financing package and the implementation of a franchise fee will allow the City to meet the following goals: A balanced approach for project funding between cash and debt Provide equity and fairness - all properties, including tax exempt, will contribute Meet long term needs based on 20 year projections Maintain sufficient cash for current and future projects, both planned and unplanned Provide a predictable source of funding for future street projects Provide funds to provide debt repayment or perhaps prepayment before maturity Decrease future reliance on property taxes Ensure long term financial stability thereby strengthening the City's AAA bond ratings Adopting a franchise fee of $1.50 per household per month per utility is less than the average for comparable cities The impact of franchise fees on commercial/industrial properties is proposed to be substantially less than comparable cities Page 5 6. RECOMMENDATION AND NEXT STEPS: Staff recommendation is to adopt the financing in concept for the Peony Lane and Vicksburg Lane Projects and to proceed with the implementation of a franchise fee. Staff expects to have the plans and specifications presented to the Council for the Peony Lane Project within the next 30 days with financing secured in early 2014 and project construction beginning in the Spring or Summer of 2014. 7. ATTACHMENTS: Financing Summary for Peony Lane and Vicksburg Lane Projects Projections for Street Reconstruction Fund Franchise Fees for comparable cities Summary of Street Reconstruction Bonds Page 6 City of Plymouth Major Street Project Financing February 6, 2013 Peony Lane 2014 Expenditures Total Planning/Design 300,000 Land Acquisition 2,000,000 Construction/Maintenance 9,000,000 Total Expenditures 11,300,000 Revenue Total Municipal State Aid Fund 4,300,000 G.O. Street Reconstruction Bonds 0 G.O. State Aid Bonds 4,475,000 Special Assessments/Area Charges 0 General Fund Surplus - 2012 2,000,000 Street Reconstruction Fund 0 Utility Trunk Fund 525,000 Total Revenue 11,300,000 Total Expenditures Total Planning/Design 1,100,000 Land Acquisition 3,500,000 Construction/Maintenance 26,100,000 Total Expenditures 30,700,000 Revenue Total Ply`mouthribY A&Ing QW11V/ to Dtf Vicksburg Lane 2015/2016 Expenditures Total Planning/Design 800,000 Land Acquisition 1,500,000 Construction/Maintenance 17,100,000 Total Expenditures 19,400,000 Revenue Total Municipal State Aid Fund 0 G.O. Street Reconstruction Bonds 8,875,000 G.O. State Aid Bonds 8,525,000 Special Assessments/Area Charges 0 General Fund Surplus 0 Street Reconstruction Fund 2,000,000 Utility Trunk Fund 0 Total Revenue 19,400,000 Municipal State Aid Fund 4,300,000—> Includes MSA advance of $4 million G.O. Street Reconstruction Bonds 8,875,000—> Annual Payments of $1.04 million (+3.5% tax levy or franchise fees) G.O. State Aid Bonds 13,000,000—> Annual Payments of $1.52 million (State Aid Allocation) Special Assessments/Area Charges 0 Street Reconstruction Fund 2,000,000 General Fund Surplus 2012 2,000,000 Utiilty Trunk Fund 525,000 Total Revenue 30,700,000 NOTES: 1. State Aid Bonds are financed up front with repayment of bonds from annual allocation. 2. All debt is issued with a 10 year term and 2% interest rate. 3. If G.O. Bonds are issued for 15 years, the rate is 2.5% and annual payments $753,000 (2.6% tax levy increase). 4. G.O. Street Reconstruction Bonds are necessary for Vicksburg but contain certain provisions that must be met. Page 7 Page 8 Street Reconstruction Fund 2010 to 2030 Pb Cky °t Plymouth Revenues Investment k^ gWwr y irfe 14 N Capital Year C Revenues Interest 12 Expenditures Balance 10 Year End 8 4,581,220 2005 4,581,220 633,622 76,263 701,108 6 3,115,804 2006 3,115,804 1,448,272 131,791 4 743,197 5,499,677 2 5,499,677 2,253,425 255,113 2,074,040 5,887,204 0 2008 4,195,051 2,535,666 175,482 2,300,575 2,920,016 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 6,286,758 Cash Balance -Capital Projects Revenue 2,430,105 Includes $2 million for Vicksburg in 2015 **Does not include future general fund surplustransfers 8,852,474 Page 8 Beginning Cash Non -Interest Revenues Investment Expenditures Ending CashCapital Year Balance Revenues Interest Levy Expenditures Balance 2004 * Year End Balance Forward 4,581,220 2005 4,581,220 633,622 76,263 701,108 2,876,409 3,115,804 2006 3,115,804 1,448,272 131,791 1,547,007 743,197 5,499,677 2007 5,499,677 2,253,425 255,113 2,074,040 5,887,204 4,195,051 2008 4,195,051 2,535,666 175,482 2,300,575 2,920,016 6,286,758 2009 6,286,758 1,486,073 85,348 2,430,105 1,435,811 8,852,474 2010 8,852,474 532,832 38,680 2,526,853 4,502,209 7,448,630 2011 7,448,630 3,927,664 155,849 2,591,461 1,875,158 12,248,446 2012 12,248,446 137,658 170,066 2,667,966 3,740,000 11,484,136 2013 11,484,136 136,133 182,838 2,766,605 3,205,000 11,364,712 2014 11,364,712 146,417 171,373 2,849,603 4,080,000 10,452,106 2015 10,452,106 141,740 169,582 2,935,091 5,505,000 8,193,519 2016 8,193,519 142,844 155,893 3,023,144 3,470,000 8,045,401 2017 8,045,401 145,104 152,014 3,113,838 3,470,000 7,986,357 2018 7,986,357 144,662 149,792 3,207,253 3,574,100 7,913,965 2019 7,913,965 145,645 148,907 3,303,471 3,681,323 7,830,665 2020 7,830,665 146,588 147,821 3,402,575 3,791,763 7,735,886 2021 7,735,886 147,088 146,571 3,504,652 3,905,516 7,628,683 2022 7,628,683 147,905 145,150 3,609,792 4,022,681 7,508,849 2023 7,508,849 148,666 143,542 3,718,086 4,143,361 7,375,780 2024 7,375,780 149,365 141,744 3,829,628 4,267,662 7,228,856 2025 7,228,856 150,132 139,748 3,944,517 4,395,692 7,067,561 2026 7,067,561 150,881 137,544 4,062,853 4,527,563 6,891,276 2027 6,891,276 151,627 135,125 4,184,738 4,663,390 6,699,377 2028 6,699,377 152,389 132,481 4,310,280 4,803,292 6,491,235 2029 6,491,235 153,149 129,602 4,439,589 4,947,390 6,266,185 2030 6,266,185 153,912 126,480 4,572,777 5,095,812 6,023,542 Page 8 Franchise Fees Minnesota law authorizes municipalities to impose franchise fees for utilities that use the public right-of-way or other public property. The fees may be collected to defray the costs to the city of the utility company's use of the right-of-way or may be used for general revenue purposes. Fees are then charged to all utility customers regardless of the type or use of property. Churches, schools and other tax exempt properties would pay franchise fees. The franchise fees are billed by the provider directly to the customer and itemized on their bill as a city fee. The utility then collects the fees and passes the revenue on to the city. For simplicity and funding stability, most cities have a flat fee per meter but others charge a fee based on a percentage of the total bill. Funds may be designated for a specific purpose or can be used as a general revenue. City of Minnetonka — In 2005, adopted electric franchise fee only. In 2007, fee was increased to $2.50 per month per residential connection. Annual revenue of $800,000 dedicated to burial of overhead utility lines and above ground decorative lighting. City of St. Louis Park — Currently has both electric and gas franchise fees and charges $2 each per month per residential connection. Annual revenue of $910,000 is dedicated to street rehabilitation (Pavement Management Fund). City of Eden Prairie — Adopted franchise fees for gas and electric in June of 2012 at $2.50 each per month per residential connection. Annual revenue of $2 million will be used for long term street maintenance. City of Edina — On August 6, 2012, the Council unanimously approved the first reading of the ordinance implementing gas and electric franchise fees at $1.45 each or a total of $2.90 per month per residential connection. If adopted, the annual revenue is estimated at $1.1 million will be used to fund new improvements such as sidewalks, trails and non -motorized transportation projects. City of Golden Valley — Implemented electric franchise fee at $2 per month per residential connection in 2010. Annual revenue of $600,000 dedicated for Douglas Drive improvements undergrounding). On January 2, 12013, the city adopted gas franchise fee of $2 per month per residential connection. This will add approximately $447,000 in additional annual fees. City of Hopkins — Electric and gas franchise fees at $1.70 per month each per residential connection. Annual revenue of $490,000 used to offset the loss in state aid programs. City of Plymouth — Currently no franchise fees. If monthly fees were adopted at $2 per utility per residential connection, it would generate an estimated $1.32 million annually. All of the cities included above have higher rates for commercial users based on the type of user such as: 1) small commercial with non -demand 2) small commercial/industrial with demand 3) large commercial/industrial user Page 9 Debt Issuance Services Street Reconstruction Bonds Minnesota Statutes, Section 475.58, Subdivision 3b grants municipalities the authority to issue bonds without regard to election requirements under street reconstruction programs for financing utility replacement and relocation and other activities incidental to the street reconstruction, turn lanes and other improvements having a substantial public safety function, realignments, other modifications to intersect with state and county roads, and the local share of state and county road projects without having to specially assess at least 20% of the project costs. Except in the case of turn lanes, safety improvements, realignments, intersection modifications, and local share of state and county road projects, street reconstruction does not include the portion of project cost allocable to widening a street or adding curbs and gutters where none previously existed. Conditions on the authority include approval of the issuance by unanimous council vote, is part of the street reconstruction plan, public notice is provided, reverse referendum, and is subject to the municipalities net debt limit, even if they would be exempt under another law. The law authorizes issuance of obligations without an election for reconstruction of streets, if the bonds are issued under a 5 -year street reconstruction plan. To qualify for the referendum exemption, the following qualifications must be met: The governing body must approve the street reconstruction plan unanimously after a public hearing. The notice must be published in the official newspaper at least 10 days but not more than 28 days prior to the hearing. The plan must include the following: o The streets to be reconstructed o The estimated costs o Any planned reconstruction of other streets in the municipality over the next five years Approval of the bond of the bond issuance must be made by a unanimous vote of the governing body membership present. Issuance of the bonds is subject to referendum approval, if a petition signed by voters equal to 5% of the voters in the last general election is filed with the municipal clerk within 30 days of the public hearing (if a vote is taken and the referendum passes, the taxes would be levied on market value rather than tax capacity). Because the bonds are subject to the legal debt limit, even if they would be exempt under another law (e.g., because they were payable from special assessments), we recommend that municipalities consult their independent public financial advisor for a complete net debt analysis before issuing this type of debt. EHLERS LEADERS IN PUBLIC FINANCE w vw.ehlers-inc.com Minnesota phone 651-697-8500 3060 Centre Pointe Drive Offices also in Wisconsin and Illinois fax 651-697-8555 Roseville, MN 55113-1122 toll free 800-552-1171 Page 10 Item 5 Adopted Minutes Special Council Meeting January 22, 2013 Mayor Slavik called a Special Meeting of the Plymouth City Council to order at 5:30 p.m. in the Medicine Lake Room of City Hall, 3400 Plymouth Boulevard, on January 22, 2013. COUNCIL PRESENT: Mayor Slavik, Councilmembers Wosje, Willis, Johnson, Bildsoe and Stein. ABSENT: Councilmember Black. STAFF PRESENT: City Manager Ahrens, Administrative Services Director Callister, Deputy Fire Chief Springer, Fire Chief Kline, and City Clerk Engdahl. ALSO IN ATTENDANCE: Members of the Fire ReliefAssociation Board. Request of Plymouth Fire Relief Association for Pension Increase Administrative Services Director Callister reported on the request of the Plymouth Fire Relief Association (PFRA) for a pension increase. He highlighted the staff report which covered the history of pension increases, how the pensions are funded, funding ratios, rate of return on pension fund investments, market comparisons, pension amounts, and a defined benefit plan versus defined contribution plan. He stated most fire departments have a pension for firefighters and its based on the State fire aid received and the size of the community. Currently, Plymouth firefighters receive $7,500 per year, and the PFRA is requesting a 10% increase to $8,300 per year. The maximum lump -sum benefit level allowed under State law is $10,000 per year of service. He stated the funding for the pensions come from the State fire aid and the PFRA's port folio (investments). He noted that in market comparisons, the Plymouth fund has done above averages for similar fire departments. Also, the current pension of $7,500 is at the top of the range. He noted that if the State fire aid remains the same or decreases, and if pension benefits increase, the long term sustainability of the pension plan could be affected. The result of this would be that the City would have to add a property tax levy to meet the needs of the plan. In past practice, the City has funded the pension fund with only State fire aid and investment earnings. He stated this would be a policy consideration for the Council. He noted the fire department has a current PFRA plan which is a defined benefit plan whereby all eligible firefighters receive a fixed lump -sum amount. At retirement (minimum age of 50) and assuming a minimum vesting level of 10 years, the firefighter receives a lump -sum payment which then can be directed by the firefighter into a personal retirement account or cashed out. He stated a defined contribution plan requires that an account be set up for each individual firefighter. Contributions are made to this account by the firefighter, the employer or both. Page 1 Along with the contributions, the final amount of funds in the account at retirement is influenced by the firefighter decisions on how the money is invested. In addition, there is no vesting period so a firefighter benefits from retirement funds from day one versus the 10 year vesting currently in place. He stated the current national trends show that many entities are changing from the defined benefit plans to defined contribution plans. He noted the a new pension plan that the City of Minnetonka implemented in 2009. He stated staffhas met with the PFRA officials on several occasions and expressed interest in exploring alternative pension options that would meet the following goals: Tie retirement benefits to actual hours worked. Reduce the uncertain long-term liability for the City. Maintain the goal of recruitment and retention. Allow for full immediate vesting for all firefighters. Allow full portability of assets for firefighters should they leave employment with the City Cede investment control to individual firefighters. Staff is recommending that the above options be explored since the current plan, while fully funded and well managed, may not be sustainable in the long term without significant future tax levy implications. Up to this point, the PFRA has indicated that they're not interested in this option. Members of the PFRA stated that they reason why they're requesting this increase is because historically over the last 15 years, they have seen an increase every three years. After a considerable amount of discussion, the majority of the Council stated they didn't support the increase in pension due to putting taxpayers at risk in the future in guaranteeing this level of funding if State fire aid and investments can't cover the funding. Therefore, no decision was made on their request, but the Council stated they would continue to have conversations with PFRA. Adjournment Mayor Slavik adjourned the meeting at 7:02 p.m. Sandra R. Engdahl, City Clerk Page 2 Minnesota Fire Relief Associations With over $3 million in assets Pension 8eneOt Firefighters 33.596at SBI Statewide 51 99.6% at SBI D[ 42 No 10 Year 34 7U.6Y6atSBI 1 48 Rate 4'500 Percentile/ / City Market Val 2012 5 Year 10 Year Rank l Coon Rapids 6,132,013 3.396 4.0% 5.5Y6 98% Z Edjna 6,943,991 1.096 3.2% 53% 98% 3 Brooklyn Center 3'125'724 4.5Y6 1.2Y6 5.0Y6 9696 4 Golden Valley 4'005'785 4.196 2.696 5.096 9596 S Hastings 3'2I1,079 0.396 2.096 4,896 93% 6 Mound 4,024,538 2.696 2.196 4.8% 93% 7 White Bear Lake 5,223'158 3.2Y6 1.596 4.8% 9396 8 Roseville 7,402,826 1.896 1.6V6 4,6% QO% 9 Fridley 3,281,663 O.696 3.796 4.29& 83% lO Lake Johanna 3,726,607 2.6% 1.5Y6 4.2Y6 8396 11 Brooklyn Park 5,763,077 1]Y6 1.2% 4.1% 819& 12 Maple Grove 9'202,I24 01% 0.4% 4.196 81% 13 Inver Grove Heights 3,374,280 0]Y6 l2Y6 4.0Y6 7996 14 Maplewood 4`250,1I1 0.4Y6 1.5Y6 4.096 79% 15 Eden Prairie 16,841,826 2.396 0.9Y6 3.996 74% 16 Northfield 3,275,65I 1.1% 1.3% 3.996 7496 17 Shakopee 3'974,022 0.796 1.6% 3.996 74% 18 Spring Lake Park 10,346,390 0.996 2.096 1994 7496 19 West Metro 5,321,I84 5.296 1.3% 3.9% 74% 20 Minnetonka 11,933,087 0.6Y6 1796 3.5Y6 61% 21 Woodbury 6'363,953 1.I% 0.49& 3.596 61% 22 Chaska 3,998,279 0l96 1.496 3.3% 5IY6 23 Stillwater 3'00I,246 I.6Y6 0.2% 3.3% 5IY6 24 Andover 3'059'505 I.796 0.1Y6 3.296 4096 35 Apple Valley 4,40I'850 3.196 I.096 3.296 48Y6 26 P;yrnouth 6,330,430 0.596 2.296 3.2% 4096 27 Excelsior 3,S73,611 1.9Y6 0.7Y6 31% 4596 20 Eagan 8,I96,063 2.9Y6 O.6Y6 3.096 41% 29 Anoka Champlin 3,159'270 3.096 3.9Y6 1.6% OY& 30 Savage 3'854'381 2.9% 2.8% 1.6% 8% Average 5,609,977 0.8Y6 1.29& 3.9% 7096 Average for SBI Cities 0.696 1.396 3.9% 70.5% Average for Non SBI Cities I.896 1.2% 3.896 68796 Difference 2.4% 0.1Y6 0.1% Z% 5B| Cities RORtu Plymouth 1.IY& 0.996 0.7% 22.5Y& State Board of Investment? Pension 8eneOt Firefighters 33.596at SBI DC 51 99.6% at SBI D[ 42 No 7,500 34 7U.6Y6atSBI 6,700 48 No 4'500 46 No 7'500 40 No DC 49 99.0Y6atSBI 3,000 51 No D[ 35 No 5,600 65 99.9%atSBI DC 74 No DC 90 No 5,800 60 9l.396atSBI 5,500 41 No 5,600 95 99.496atSBI 7,500 31 52.89&ot SBI 7,500 42 90%atSBI D[ 51 No D[ 59 43.2Y6at S8| 6,910 68 lOO.0Y6atSBI 6'720 70 No D[ 32 19.D96atSBI, 5,000 32 No DC so No 61,300 65 No 7,500 71 99.Q%atSBI 6,I50 46 No D[ 102 No DC 44 3I.196atSBI 5,072 35 6,136 54 Assets Per City Funded Firefighter Contribution Permenta 120,236 100Y& Defined Contribution 165,333 100Y6 Defined Contribution 9I,933 39,204 9396 Defined Benefit 83,454 97,604 106Y8 Defined Benefit 69,806 105Y6 Defined Benefit 100,626 141'625 9096 Defined Benefit 206'595 104Y6 Defined Benefit 145'153 207,651 8596 Defined Benefit 93,762 I00Y6 Defined Contribution 57,332 83,324 9796 Defined Benefit 91'393 26,181 100% Defined Contribution IO2,246 207,442 I00% Defined Contribution 56,238 113% Defined Benefit 103'661 222,210 105% Defined Benefit 177'28I 830'077 85% Defined Benefit 105,666 77,374 9496 Defined Benefit 94,619 351,976 8996 Defined Benefit 202,870 270,750 10796 Defined Benefit 90,190 I87'I70 10096 Defined Contribution 175,487 I98,026 9396 Defined Benefit 90,914 143,189 9896 Defined Benefit 124,846 205,361 75Y6 Defined Benefit 93,820 109Y6 Defined Benefit 6I,190 50,000 lQO% Defined Contribution 67,721 300'257 7096 Defined Benefit 89,161 113Y6 Defined Benefit 77,687 88'124 979& Defined Benefit 80,353 405,546 10096 Defined Contribution 71,802 10,920 200Y6 Defined Contribution 1I0,139 184,514 78g6 Defined Benefit 103,387 152'708 97% 96% Average for Defined Benefit 98Y& Average for Defined Contribution 97% Average for All 04/30113 rp) City of Plymouth Adding Quality to life To: Mayor and City Council From: Laurie Ahrens, City Manager Memorandum Date April 24, 2013 Item: Fire Service Update In May 2011, the Fire Department provided a service delivery report which reviewed the status of recruitment and retention, response times, training, public safety education, and service delivery options. We continue to monitor those issues, with particular attention to response times and staffing response. The Fire Department recently provided its 2012 annual report and the updated response data is shown in the charts below for emergency calls and for structure fires, for duty crew and non -duty crew periods: Total Response Time Emergency Calls 13:12 12:00 10:48 9:36 8:24 7:12 6:00 Structure Fire Response Times 2007-2012 2007 2008 2009 2010 2011 2012 DUTY CREW f ON-DUTYCREW Page 3 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Duty Crew 6:26 6:03 6:06 6:35 6:50 6:36 6:41 6:39 6:44 6:38 Non -DC 10:34 9:57 10:46 10:32 10:16 11:11 11:32 10:43 11:35 12:12 13:12 12:00 10:48 9:36 8:24 7:12 6:00 Structure Fire Response Times 2007-2012 2007 2008 2009 2010 2011 2012 DUTY CREW f ON-DUTYCREW Page 3 During 2012, the City participated in a Fire Shared Service Study, hosted by the City of Brooklyn Park, and conducted by ESCI. The study included the cities of Brooklyn Park, Plymouth, Maple Grove, Osseo, Robbinsdale, Brooklyn Center, Crystal and New Hope. The study identified various opportunities for future shared services, such as joint recruitment, consolidated equipment maintenance, code enforcement and education, joint wellness/fitness program, regional training, joint purchasing, and consolidated facilities, equipment, personnel, and service delivery. This report will be presented by ESCI representatives on Wednesday, May 8, 6:30-8:00 p.m. at the Crystal Community Center, 4800 Douglas Drive, Crystal. The city councils from the agencies involved in the study are invited to attend this presentation. The report has been provided to the Council and is in the Reports and Studies directory of Dropbox. We continue to monitor issues relating to our fire services, including staffing and response times and to evaluate opportunities for collaboration. As growth continues, we also continue to monitor whether there is need for a possible fourth fire station, as discussed in the Comprehensive Plan. As we prepare the upcoming biennial budget, it is helpful to receive Council direction on whether changes in services levels are desired. Page 4 In-service and total response times are measured during the staffed station (Duty Crew) hours of operation and non -Duty Crew hours of operation. In-service times reflect the time from dispatch to the time the first suppression apparatus goes into service. Total response times reflect the time from dispatch to the time the first suppression apparatus arrives on -scene. Since 2003, both in-service and total response times tend to be consistent during staffed station hours of operation. The 10 -year response time average for staffed station response is 6:32. During the same measuring period, Non -Duty Crew hours of operation, both in-service and total response times tend to be increasing slightly. The 10 -year response time average is 11:11. We continue to monitor issues relating to our fire services, including staffing and response times. Page 5 2 U r w iu¢ Y a ° tlO W cf a q g° W© rp3" sQ O0 W sn og pQ° p fppgl ow2m ppog 0K Q g¢aa ¢$ z$r& ZZ¢z¢W]caSzc cky qq z zi uzl W p a nr5="az"'Srlqj¢uni¢ 2z il l Qp z g( p3 ayng N rKw¢ u i.¢V¢3 ¢p z l 4 rr 4 M L7''= ice" m¢ XS^1J NR'Q O2 iJY'i S57 W U >X5 S3W+n wa Z2S1.R-4C1LL.pUmq. iiiKJ rN8 QSV 2'i PpV'µWi3 UU QN... aT$}Ja NdCGS Q O Pz2Y1= RRMHUa g g n aa_ssaa $ 6ss s R aHU im tie s's s8s ss s8 oa 60THAVE 55THA'Js. 50TH AVE i L i Yin L d isw Lair C% a aTwm. Laky BOTH AVE S5TH AYE 50TH AVE 15TH AVE 40TH AYE OATH AVE 25TH AVE 20TH AVE. TSTHAVE L `.. ` 15TH AVE 10TH AYE 147H AYE. y4J e it j T, La f 4 5711 AVE L-, LJ Gv4n 57H AVE R0GEMOONT AV 2a RIDGEMOUNTAL a 02 1150- t$1}pww UY i j p $ yygr xxwR¢W 4 W $q ae}f QQOpQw rQ i{.ptu YC 2 a uU CQ61 pQ ppQ C{0 59y oO2 pQoaGn jp s7 a2d• grH p°,N y Lei S uafZ3 ¢ vF' u i ry 'S i r gw Sa a itaq E¢w ahT`w`SSSJ2S W g St1' 2 rc 6 ' 47Q¢2 ridc7 o Urx p C m2id0 W3 `443 ¢aayy3[JU 4 Tw U'i- [71. W %uuJ WWC uW1 2qq 'U Yiiiipp2 WYi L yy¢¢ UcY22u C¢¢ J i5Qr£ $ 50- oW$424,3 S5 oO .gN bpd U0 2=p Z8 Sg U O 47200 N3 f] $C13SW WWpm N jrlyF QaO yU . R LLRFill a " 8w5V$"aa°ao gs Fire District Summary T 54tian parxh sq.MIRS 88uml7er Households Mf FoTal Number Of TDCsj Total Valle 2001 2002 2P03 45THAVE, 2705 Numbe'ofcalls 2D05 24107 f 40THAVE- 2D1D 2M 2712 41%:-3" 3MAVE I\ L 00THAVE t I 2030269900 407 396 368 378 ff 394 26THAVE 1-"r t 20THAVE( 393 382 i L i Yin L d isw Lair C% a aTwm. Laky BOTH AVE S5TH AYE 50TH AVE 15TH AVE 40TH AYE OATH AVE 25TH AVE 20TH AVE. TSTHAVE L `.. ` 15TH AVE 10TH AYE 147H AYE. y4J e it j T, La f 4 5711 AVE L-, LJ Gv4n 57H AVE R0GEMOONT AV 2a RIDGEMOUNTAL a 02 1150- t$1}pww UY i j p $ yygr xxwR¢W 4 W $q ae}f QQOpQw rQ i{.ptu YC 2 a uU CQ61 pQ ppQ C{0 59y oO2 pQoaGn jp s7 a2d• grH p°,N y Lei S uafZ3 ¢ vF' ui ry 'S i r gw Saa itaq E¢w ahT`w`SSSJ2S W g St1' 2 rc 6 ' 47Q¢2 ridc7 o Urx p C m2id0 W3 `443 ¢aayy3[JU 4 Tw U'i- [71. W %uuJ WWC uW1 2qq 'U Yiiiipp2 WYi L yy¢¢ UcY22u C¢¢ J i5Qr£ $ 50- oW$424,3 S5 oO .gN bpd U0 2=p Z8 Sg U O 47200 N3 f] $C13SW WWpm N jrlyF QaO yU . R LLRFill a " 8w5V$"aa°ao gs Fire District Summary T 54tian parxh sq.MIRS 88uml7er Households Mf FoTal Number Of TDCsj Total Valle 2001 2002 2P03 2WA 2705 Numbe'ofcalls 2D05 24107 ZM 2004 1 2D1D 2M 2712 41%:-3" 1 9.2 4294 18.44 5352 17.85 2030269900 407 396 368 378 392 394 434 392. 305 377 393 382 83 2 9.61 6366 27.41 9671 32.26 2306866600 3% 416 364 373 353 363 401 377 381 385 425 371 84 3 8.95 6597 29.69 8286 27.64 2436980500 335 368 301 324 344341 368 310 335 339 356 292 80 4 8.98 5672 24.42 6673 22.26 1860749900 167 175 176 189 205 194 231 202 159 209 255 219 73 Thru April 12, 2013 ri icity of ® Fire Stations Plymouth Q Proposed Fire Districts Mlies April 2013 p 2 THIS REPRESENTSACCAIPILATION Ox INFORMATIONAND DATAFROM CM. COUNTY STATE ANDOTHERSOURCE$ THAT HAS NOTBEEN FIELD VERRIFIEO INFORMAT9ONSHOULD BE FIELDVERIFIED AND COMPARED WrH ORIOtMAL SOURCEDOCUMENTS NkP Y GISPROJECTSIFIRE+FI Sl1-1 -- MEETING NOTICE NORTH HENNEPIN COUNTY FIRE SHARED SERVICES STUDY N. 111MMt ' CRYSTAL COMMUNITY CENTER 6 blocks north of nd ' r , Kent Greene of Emergency Services Consulting International (ESCI) will be providing the final report and summary of the North Hennepin County Fire Shared Services Study. The North Hennepin County study includes the Fire Departments of Brooklyn Center, Brooklyn Park, Maple Grove, Osseo, Plymouth, Robbinsdale, and West Metro (cities of Crystal and New Hope). Invited audience for the presentation and Q&A session includes the elected officials of the eight communities, board members of West Metro Fire District, city administrators and managers, and senior staff of the respective Fire Departments. The purpose of the meeting is to provide stakeholders an opportunity to understand the data and findings of the report; hear the questions, comments and concerns from other elected and appointed officials; and, potentially identify areas of interest and opportunity for continued evaluation. While this is not an official joint meeting of the elected bodies, each of the respective cities will post a public meeting notice as the possibility of a quorum for the respective Councils exists. Please RSVP to your respective city administrator/manager. MEMO CITY OF PLYMOUTH 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447 DATE: March 19, 2013 TO: Laurie Ahrens — City Manager FROM: Richard C. Kline — Fire Chief Doran Cote — Public Works Director SUBJECT: Plymouth Fire Department Fleet Status Since 1989, the Department has provided service to the city with essentially the same fleet of apparatus. The three fire station "district" service delivery model was predicated on having the same apparatus type's available at all three stations to respond to a wide array of emergency calls from any ofthe three stations. Each station was assigned a geographic area of response, a fire district. Each station was positioned to respond independent of the others, with each station assigned five primary response apparatus; an engine, ladder, rescue, utility and grass fire vehicle. Apparatus Descriptor Engine: Primary response vehicle to all types of fires. Contains fire pump, hose and water tank. Carries 4-6 firefighters. Ladder: Primary response vehicle to structure fires. Contains fire pump, hose, water tank and has 75' or 100' ladder. Carries 4 — 6 firefighters. Rescue: Primary response vehicle to rescue events. Carries specialized rescue equipment. Carries 4 — 6 firefighters. Utility: Utility vehicles are used a response vehicle by command and supervisory personnel. Utility vehicles are also used for general duty functions, i.e. moving people and equipment. Grass Truck: Primary response vehicle to brush and smaller nuisance fires. Carries 2 firefighters. Since the 1980's, the department has evolved into a more centralized delivery service model with overlap between fire districts to provide better operational support. The addition of the staffed station program (Duty Crew) has also changed the method of response during staffed hours. With the evolution of apparatus technologies, engineering and safety design, the fire department has the capability to specialize certain equipment for specific responses as well as eliminating the need for redundant equipment and apparatus. Page 6 The fire department fleet is comprised of 21 response vehicles. For clarity, response vehicles refer to both vehicles and boats currently operated by the fire department. Fourteen of these vehicles are on the Central Equipment Fund replacement schedule. Two utility vehicles have been purchased through the department's participation in the State of Minnesota radiological response (RAD) program. Vehicles acquired through the RAD program are not replaced with city funds. The department also has one vehicle and two boats that have been received through donations. This donated vehicle and both boats are also not in the fleet replacement plan. Fire department staff is recommending changes to our current fleet. These recommendations are presented in a desire to stragically plan and continually improve the services we offer. We believe these changes will better utilize our available resources, resulting in improved operational efficiencies and response effectiveness. Fire Department Apparatus Recommendations 2013 — 2015: Staff recommends the following actions occur. Current replacement years are in parenthesis. 1. Combine Engine 11 (2011) and Rescue 11( 2014). Do not replace Rescue 11. Staff recommends replacing Engine 11 with a similar style engine but with a more efficient body design. Specifically, this truck would retain many of the same characteristics of an engine (pump and tank size) but incorporate a "rescue body" design that allows for additional equipment storage. This type of design lends itselfto combining the functions of two different apparatus types into one truck; safely accommodating essential equipment found on a traditional engine and a rescue vehicle. The proposed combining of two functions and equipment into one vehicle will improve the ability to respond to critical events with the correct equipment and better utilize available staff. Combining the required rescue equipment onto one vehicle also assists with a paid -on-call staffing; staffing one vehicle versus two. When Rescue 11 was purchased in 1994, many of the specialty services now available through other agencies were not available. Examples are hazardous material response and technical rescue service, which is now provided by the State of Minnesota and the City of Edina respectfully. In addition, some equipment on Rescue 11 has been duplicated by newer and technologically superior equipment stored on other department apparatus. Combining the required rescue equipment onto one vehicle also assists with a paid -on-call staffing; staffing one vehicle versus two. With the addition of Engine 11 designed to accommodate both suppression and rescue functions, Rescue 11 will be phased out of active service and will not be replaced. Several surrounding communities have mission -specific mobile command apparatus if required. Page 7 2. Combine Rescue 21 (2009) and Utility 21 (2013). Do not replace Rescue 21 or Utility 21. Staff recommends the purchase of a mini -pumper in 2013 to replace Rescue 21 and Utility 21. The purchase of a mini- pumper offers additional versatility for both staffed station (Duty Crew) program, and traditional response. This allows for greater call dispersion to a smaller fire vehicle, reducing the dependence upon larger response vehicles. The use of a mini -pumper offers us greater versatility of our available resources. Our four on- duty firefighters (Duty Crew) are routinely divided, with two firefighters assigned to the large fire engine and two assigned to a smaller utility type vehicle. Each crew responds to certain types of calls through our Modified Response Plan. The addition of a mini -pumper will further refine our ability to match resource allocation to event type. This provides better crew efficiency, productivity and also reduces cost associated with large vehicle operation. A mini -pumper offers many ofthe same base equipment found on a traditionally sized fire engine (fire pump and water tank) but is a smaller sized vehicle. The advantage of a mini -pumper is the lower initial cost and lower operating and fuel cost through the life of the vehicle. While this vehicle may have a shorter useful life than a traditional engine, it will allow for a reduction oflarge vehicle use, provide superior service due to the improved vehicle design. 3. Add Utility 12 to the fleet. Staff recommends the replacement of Utility 12 in 2014. This response vehicle was acquired from the police department following its useful life. This vehicle is used as a primary response vehicle for our paid -on-call chief fire officers. The availability of a marked response vehicle will support our on-call chiefprogram by allowing the officer to arrive quicker, assess the event, determine needs and assign resources. This also will reduce the risk to our firefighters by the officer cancelling or reducing the response to a non -emergency status sooner than is currently done. The vehicle is currently not in our replacement schedule and would be an addition. 4. Replace Engine 21 as programmed in the fleet replacement schedule. This vehicle is in our replacement plan for 2015 and is recommended to be replaced as planned. Page 8 5. Add Utility 11 to the fleet. This pick-up is used on a daily basis and is assigned to a career fire captain. This truck was donated to the Department in 2005 and is not currently in the replacement plan. Staff recommends adding this vehicle to the fleet replacement program. Central Equipment Funding The proposed fleet will require the combined funds that have been set aside for the replacement of Engine 11, Rescue 11, Rescue 21 and Utility 21. Staff believes that a cost savings may exist ifwe proceed with the proposed replacements. Allocation fees to the Central Equipment Fund for future apparatus replacement may need to be adjusted. The replacement cost of fire apparatus are approximations based upon manufacturer input, inflation and experience. Unfunded federal mandates that govern large trucks and changing industry standards are also not included in our cost estimations. This table represents current funding reserved for vehicle replacement and estimated vehicle cost. CURRENT REPLACEMENT FUNDING RESERVED E-11 $430,000 R-11 $425,000 U-21 $50,000 R-21 $100,000 E-21 $450,000 TOTAL COST $1,455,000 PROPOSED REPLACEMENT COSTS E-11 est. $475,000 E-22 est. $250,000 U-11 est. $40,000 U-12 est. $40,000 E-21 est. $450,000 TOTAL COST est.$1,255,000 Current funding reflects set aside funds for apparatus replacement. Estimated apparatus cost are illustrated under the proposed replacement plan. The fire department will always have a need for engine, aerial and rescue type fire apparatus. The Department must be prepared to respond to a variety of call event types in a suburban environment. We also are expected to respond to a variety of calls that often occur simultaneously. Future fleet considerations do not reflect the possible addition of a fourth fire station. Additional apparatus will be required if a fourth fire station is constructed. These recommendations are also not based upon a particular staffing model and would be applicable to all staffing models. Staff believes that the recommendations suggested reflect the best use of available funds, will enhance fire department efficiency, take advantage of regional fire service collaborative efforts, are applicable to various staffing models and will provide superior service delivery to our customer. Page 9 Item 6 MEMO PLYMOUTH POLICE DEPARTMENT 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 554471482 DATE: April 17. 201 TO: Laurie Ahrens, City Manager THROUGH: Mike Goldstein, Police Chief FROM: Chris Kuklok, Sergeant and SWAT Team Leader SUBJECT: Armored Police Vehicle Proposal For the past several rears the tactical teams for both Plymouth and Maple Grove Police Departments have conducted mutual aid assists for each other during police tactical emergencies. These events include conducting arrests of barricaded/armed subjects, responding to and containing suicidal/armed subjects, as well as serving high-risk search warrants for weapons and narcotics in support of our respective drug task forces. Generally. our teams are activated when a situation has deteriorated to the point where the risk to the general public and the officers is great. The internal and external expectations for the police department are to provide a proactive and timely response to critical events whether it be a natural disaster, active shooter, hostage situation or other tactical emergency where lives are in peril and seconds count. An appropriate police response to these events should include an armored vehicle that can accomplish many different tasks in an emergency. That said. an equipment deficiency that our two police departments have identified is the lack of a practical. effective armored \,chicle from which our officers can safely deploy. Such a \,chicle would allow personnel to safely, properl\ and quickly contain a volatile situation to secure our citizens' and officers' safety alike. Positioning officers quickly in close proximity to a dangerous and unstable situation is paramount in gathering needed intelligence. to evacuate affected citizens and to carry- out myriad tactical maneuvers. The use of an armored vehicle to facilitate such activities allows officers to dramatically reduce the risk to those impacted by the event and to those who are called to resolve it. A typical armored vehicle has inherent navigational challenges due to their general size and tieight. Through significant research. personnel have discovered an armored vehicle: the Tactical Protector Vehicle (TPV) made by the Oshkosh Defense Corporation that o\ ercomes Page 1 several typical hindrances (off -pavement maneuvering and tight turning radiuses) that our department has experienced by using other available regional armored vehicles. Through a collaborative effort both Plymouth and Maple Grote would equally share the associated vehicle costs much like the arrangement we have established with the new lirearms ranee. With proper maintenance, the vehicle's expected lite is 30 years; as such we will add the TPV to the replacement schedule. While this asset would be available to police personnel in both cities on a 24/7 basis, it would also be a regional too] for mutual aid assistance. No other agency in the metropolitan area has an armored vehicle like the "TPV. Oshkosh Defense has two options regarding potential financing for the "TPV annored vehicle, The vehicle can be purchased outright or there is a five or seven year lease option. The total purchase cost is $275,000. which would be equally divided between the two cities. The lease to own options (including, interest) would cost each city $29,468.77 per year under the five year plan, or $21,721.61 per year for the seven year option after which the armored vehicle would be owned by the tvv'o cities. Attached you will find a background report, photographs, pricing information and other supporting documentation. Page 2 N_13-k G PLYMOUTH POLICE DEPARTMENT 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447-1452 DATE: March 29, 2013 TO: Captain Craig Lindman FROM: Sergeant Chris Kuklok SUBJECT: Collaboration Proposal with Maple Grove PD to Obtain an Armored Vehicle As you know, Plymouth PD SWAT along with our sister team Maple Grove PD ERU, have attempted to advance and improve our responses to tactical emergencies in our respective cities for about two decades. Through progress in training and equipment procurement we have been fairly successful in this endeavor. Since joining the team 15 years ago, I have seen first-hand how important exceptional training and first-rate equipment are in the middle of a tactical police emergency. This includes planned, high-risk search warrants our teams are asked to serve, as well as barricaded subjects/suspects we are tasked to resolve. Looking over the past 15 years at the operations our teams have collectively conducted, we continue to evolve and develop as tactical teams, yet there has been a noticeable gap in our teams' safe response to such operations. Our teams' ability to quickly, decisively, and effectively get in and contain the situation has been our "Achilles Heel" if you will. Gaining control of the exterior of any structure help confines a suspect's movements, helps stabilize the surrounding buildings for safe evacuation, and dissuades a suspect from breaking the inner perimeter, thus entering the public domain. Obviously, the sooner we gain control, the safer- it is for all involved. Part of gaining that control involves getting in close, particularly if our intent is to be a blocking vehicle so the situation does not go mobile. Obtaining a visual of what is going on inside a structure by looking thru windows and/or doors offers the team and the Command Post valuable intelligence to make proper and safer tactical decisions as the situation evolves. Currently, our stand-off distances (inner perimeter) and approach avenues are directly related to how much available natural or manmade cover there is in rclation to the structure in question. Having no control over this leaves us at a distinct disadvantage. This can be safely and easily accomplished with an armored vehicle. In the past we have used Maple Grove PD's "Peace Deeper" for such missions. Without getting into particulars, that vehicle is 30 years old and does not offer acceptable ballistic protection and is not mechanically reliable. 1 believe you have seen and experienced this first-hand. This has led us to call upon another agency (Edina PD) for an "updated" armored vehicle that is Page 3 specifically configured for the SWAT work operations we conduct. On most occasions it has proved very useful in minimizing risk to tactical personnel on the scene. On other occasions (03- 30-07), it proved untrustworthy in its off-road (a wet/soft front yard) capabilities, becoming a huge distraction and nullifying its important mission it was called upon to complete. This leads to the question of Plymouth & Maple Grove PD's response choices in such incidents where an armored vehicle is absolutely necessary to minimize risk to those involved. The first and perhaps most important issue is the response tinge it takes an armored vehicle to get onscene and in place to make a difference. We all know the tempo of the suspect's behavior will force the police to react. According to research, in the early stages of a tactical event, getting an armored vehicle on the scene effectively starts to "box" the anned suspect in, forcing him/them to re -think their situation. It might even be a command presence "force multiplier" to get a barricaded violent felon to submit to arrest peacefully, which our most desired outcome. Using the vehicle to safely approach a structure to deploy a team or shore up perimeter positions through an open area are not the only valuable uses. Having an armored vehicle on -scene (most likely in the driveway) during the initial stage ofhigh risk operation helps w/announcements (via loudspeaker) and strategic Iighting (spotlights) if needed, both of which now would have to be in a marked/unarmored squad car putting the officer at risk. The armored vehicle also allows for safer alternatives for specific tactical deployments of chemical munitions, less lethal projectiles,. barricade breaching, and even deployment of our team's robot via ports strategically placed throughout the vehicle. As part of regional emergency planning & preparation there are other events that an armored vehicle may be considered necessary, not just by us, but perhaps by other agencies in a collaborative, mutual -aid effort. Natural disaster response, terrorist,'W?/[D-related events, active shooter(s), and citizeri/officer rescues are potential deployment opportunities. There are approximately seven "updated" armored vehicles in the metro area: East Metro SWAT BearCat), St. Paul PD (BearCat), Washington County SO (BearCat), Rosemount PD (BearCat), Anoka County SO (BearCat), Edina PD (BearCat), and Hennepin County SO (Bear). With response time being an issue, I would submit that Plymouth/Maple Grove and the western suburbs are under -represented in this category; the problem becomes even more obvious as you travel west from the metro (Wright County to St. Cloud). Once the determination has been made an armored vehicle is required, it is needed noiv. We should not operate under the assumption only one annored vehicle is necessary at a scene. If feasible, tandem use of two such vehicles would allow officers to safely accomplish multiple missions and further gives us tactical options. Example: one vehicle blocks the suspect vehicle while another is used for perimeter operations personnel tasks. With proper training of patrol personnel our respective departments' patrol response to a quickly evolving, dangerous tactical situation can be more rapid. Our respective team leaders from SWATiERU would be responsible for training all sworn personnel regarding the armored vehicle's use (particularly a downed citizen/officer rescue situation) and deployment procedures if no SWAT/ERU members are available to do so. We would also push out the training to other local metro area tactical teams if they displayed an interest. Page 4 Minor logistical items such as storage and vehicle maintenance, graphics, etc. would also be worked out between the two cities. At this point I would advise that the vehicle would be stored and maintained in Plymouth PD's garage, being inspected monthAy. This is obviously open for further discussion. While the total cost of $275.000 as researched w/options cannot be minimized, the dividends are significant during these "high risk, low frequency" events. Outside of an outright purchase, there are two leasing options — a five year and a seven year plan. The lease to own option would cost each city $29,468.77 per year under the fiveyear plan. or $21,721.61 per year for the seven year option after which the annored vehicle would be owned by the two cities. In conclusion, the benefits of such a vehicle provide time for tactical teams (and incident commanders) to properly evaluate, react, or modify (if needed) our response to fluid situations. To do this we need to get into close proximity to the threat. In addition we have to be assured our inner perimeter cannot be breached under any circumstances. Currently we find ourselves positioning our inner perimeter positions based on what is there (available and proper cover) when the situation begins. In some circumstances we have to rely on our tactical officers to be fleet of foot" (wearing full tactical gear) when maneuvering from one piece of cover to the next through open areas in order to fill any gaps that we have in an inner perimeter. Having an armored vehicle that can maneuver safely within the inner perimeter to strategically drop off officers where needed helps us contain the situation we otherwise wouldn't be able to do. With that being said there is also the real possibility of an elevated command presence that could very well end a typical barricaded subject scenario without injury. An armored vehicle gives us a solid tactical posture that bodes well towards a safe resolution to the incident. Lastly, I will briefly explain some of the research I have completed thus far on armored vehicles. As mentioned above, there are departments that have recently (w/in last 10 years) purchased such vehicles like BearCats through Lenco, which is a company based out on the East Coast that do have limitations: off -pavement and with size (being too large/heavy). I have developed a preliminary working relationship with Oshkosh Defense (based out ofOshkosh, WI) in regards to their annored vehicle the TPV (Tactical Protector Vehicle). The TPV appears to fit Plymouth Maple Grove PD's typical mission profiles. Furthennore, its off -pavement capabilities and relative compactness (can still comfortably hold nine fully geared -up operators & their equipment inside) compared to that of a Bearcat and offer more tactical options on a scene. The TPV also is more attractive in regards to price as well. I hope the above information is helpful in spelling out a clear indication of the advantages such a vehicle would give our cities. Please advise if there is any thing at this point I can do to further the potential process. Thank you for taking the time to consider this proposal. Supplemental Detailed Background Information: Below are some recent and past tactical emergencies/incidents where vehicle armor was not available, not called for, was delayed, or could have been supplemented. Ele,, ated armor Page 5 onscene would have been used for increased officer and citizen safety (evacuations) andl'or enhanced suspect/situation containment: 06-6480 assist NWDTF w/high risk search warrant on 4980 Garland Court #H 06-19707 high risk search warrant in Maple Grove 10878 Zopki Way 05-15-06 assisted 6500 w/a VIP detail (Vice Presidential visit) 12-13-06 possible hostagelbarricade situation 1805 Co. Rd. 101 03-12-07 1749 Magnolia Lane barricaded subject 03-30-07 4260 Quaker Lane suicidal bank robber/home invasion (BearCat stuck) 04-12-07 assist VOTE w/high risk search warrant 04-21-07 16444 72'd Place barricaded subject (subject escaped inner perimeter via garage) 07-104396 assisted 8100 wJbarricaded subject 01-17-08 assisted 6400 w/barricaded subject 01-31-08 assisted Richfield SILT w/high risk search warrant 3255 Minnesota Lane 05-28-09 13805 53`d Ave assist NWDTF w/high risk search warrant 10-21-10 assist ICE agents w/high risk search warrant 3660 Lancaster Lane #21 11-21-10 assist 7200 w/search warrant i 10 Glenhaven (BearCat borrowed -took out fence) 12-19-10 assist 6200 w/barricade (BearCat onscene) 02-16-11 barricaded subject 2721 Upland Ct. (BearCat borrowed) 10-06-11 1945 Lanewood Lane possible suicidal/barricaded male 10-17-11 assisted 3200 w/home invasion/barricaded subjects 7006 Halifax In addition, there are three incidents in the past 7 months (Sept. 2012 -March 2013) in Maple Grove/Plymouth where armored vehicles were used (or borrowed) to help resolve the incident: 09-04-12 Plymouth PD SWAT assisted Maple Grove PD ERU w/a barricaded gunman 15030 76`x' P1. This stemmed from a domestic violence w/shots fired situation, PPD case# 12039682. Maple Grove PD formulated an entry plan, PPD SWAT maintained perimeter positions. Eventually Edina PD's BearCat arrived onscene and was staged in the front yard of the residence. Within minutes of arrival, and from that elevated (safe) vantage point (not able to be safely accomplished by tactical officers on foot); officers inside the armored vehicle were able to visually see through a front picture window. Inside they saw a male who appeared to be down on the kitchen floor, not moving. They continued to maintain a visual on him as an entry plan was developed based on this information. This valuable intel allowed the teams to make a safer and quicken) entry, as well as facilitate the deployment of a robot to find/confirm the male DOA from an apparent self-inflicted gunshot wound. Had an armored vehicle not been an option -both teams would most likely spent many more hours (risk) onscene and perhaps would have had to consider more drastic tactics that involve property damage (potentially introducing chemical munitions, etc.) simply because we did not have the crucial intel regarding the suspect's location and condition inside the residence. 01-18-13 PPD (case#13003527) assisted 5800 ERU w/abarricaded suicidal subject. Plymouth PD, along w/Miruleapolis PD Bomb Squad, supported Maple Grove PD w/perimeter and eventual entry. The despondent male (armed w/a 12 gauge shotgun) was eventually found & successfully negotiated to surrender inside his bedroom. Maple Grove PD's "PeaceKeeper" was used to block the closed garage to deter a vehicle exit/pursuit. Hennepin County's Page 6 PeaceKeeper" was also used to attempt PA negotiations from the driveway. The County's PeaceKeeper" severely overheated immediately onscene in the driveway, basically becoming ineffective, The lack of spotlights on either of the armored vehicles was a further frustration since neither could be strategically positioned to properly light up darkened windows of the residence. In low light deployments it is crucial for exterior windows to be properly lit up. This increases perimeter officer safety and allows our marksmen a clear picture. Cold weather also started to become a factor for perimeter teams during this event. PPD case# 1300477, 418 Zachary Lane. Maple Grove FRU assisted Plymouth PD SWAT w/a barricaded suicidal juvenile w/access to guns. Maple Grove assisted w/perimeter supplement/replacement as well as outbuilding clearing on the property. Eventual house entry was made w/K9 & robot. Male was found deceased in main level bathroom. Having an armored vehicle onscene (Edina's BearCat) proved valuable/necessary yet again as it was used to: block the vehicles that were parked in the driveway, light up the exterior of the residence doors/windows) on two sides, establish PA announcements ailing. provide better cover for perimeter officers (and neighbors) since it cut down potential firing angles, and Iast but not least- warrn up the cold perimeter officers since cold weather was a factor again. In addition to the above/recent tactical activity our cities have seen there are other applications that it could be used that were not discussed previously. Many departments have successfully used them when they have a barricaded suspect/subject in a vehicle that is statiorraq. Instead of having a significant stand-off distance between the subject and officers, the armored vehicle can be used to get up close for better intel, if a second armored vehicle is onscene/available. they can be used to "box in" the vehicle to further prevent it from leaving and effectively cut off any potential firing angles outside the vehicle the suspect may have. If you do not have (elevated) vehicle armor onscene (or they show up late), there is potential ofrisk ofthat issue being assessed and questioned after the event if things go wrong. Since the initial date of this proposal (07-19-12) there have been several high profile mass shootings in the United. States: the movie theater shooting in Aurora, Colorado, the Sikh Temple Shooting in Oak Creek, WI, the Sandyhook Elementary School shooting in Newtown, CT, and the Accent Signage shooting in Minneapolis to name a few. The frequency of these events is not fading. Their occurrences know no geographic boundaries related to urban, suburban or rural jurisdictions. Our collective law enforcement/first responder response to such events is being tested. While the mere possession of an annored vehicle in any agency will most likely not prevent the first few rounds being fired by the "typical" active shooter suspect, it will absolutely help our departments' reaction to such an incident if (for whatever reason) the initial officers do not locate/neutralize the threat. We cannot assume there will always be just one shooter/suspect. There are also possibilities of suspects barricading themselves somewhere within the building: escaping to a nearby building if forced to do so by responding officers; fleeing the building to escape somewhere else; or otherwise attacking/ambushing first responders and citizens alike later in the event, such as when we are conducting triage/evacuation procedures (so called secondary attacks"). There are several other recent national incidents that deserve our attention. On 01-01-12 a United States Park Ranger died while waiting for 90= minutes to be rescued after being shot. Page 7 The area she was in was considered the "kill zone" where the suspect was able to keep other responding officers at bay due to his firing angles w/a rifle. In December 2012, first responders were ambushed in Webster, NY where a suspect opened fire on respondingfil-gfighters who thought they were going to a "typical" house fire call. The suspect ended up killing two firefighters and injuring others. There is dramatic radio audio of firefighters who are shot, pleading with their dispatchers for evacuation/medical assistance that law enforcement/medical personnel could not provide until an armored vehicle showed up or other officers could eventually flanklengage the suspect. In that case an annored vehicle was also used to safely evacuate around 30 citizens from the affected area. Evacuation of affected residents during a tactical emergency cannot be underestimated. Sheltering in place may not be the safest option for residents or by their own accord they may want to get out of the area but cannot safely do so due to potential angles of fire from the subject residence/location. This will allow us (and them) the option to safely get out of the area without having to use teams of operators (sometime repeatedly) trying to shield them on foot. this process can be tricky and eery slow depending on the number of people and how large the (open) area of danger is to move them through is. Open areas/ground are consistently our areas of concern during these types of events. Another recent example of the use of an armored vehicle was when officers in Tyler, TX responded to arrest a wanted felon. In that scenario the suspect opened fire on tactical officers who were inside the annored vehicle, it sustained 35 rounds from an AK -47 with none of the rounds penetrating. The suspect was eventually shot by a sniper which ended the ordeal. This particular situation was a house set back on a long driveway. Officers needed a way to approach to try to safely hail him on a PA to negotiate, as well as safely deploy officers within range of dealing with the suspect in the residence. We have a number of houses in both cities, of which this could apply. Just simply having a method of getting close enough to the suspect to even begin a resolution process bodes well for a peaceful conclusion. Both cities also have a variety of large businesses with equally large warehouse areas in which workplace violence could enipt. Having an armored truck could be essential in even getting inside the building. In a large warehouse -type building it could potentially drive around inside with a team in it trying to locate and engage the suspect either over PA or physically. It could drive to downed/pinned citizens or officers and evacuate them without forcing teams to run back and forth constantly in which exhaustion would quickly set in, not to mention the inherent dangerousness of it considering all the places a suspect could hide from floor level to high up. As mentioned earlier, an annored vehicle also allows your teams to come up with better/safer deployment options for specialized equipment to include: throw phones, chemical munitions, robotics. and even get your negotiators in closer for PA "negotiations" if we find ourselves in a situation where the subject has no phone available. Ifneed be they can also give you superior options if the situation necessitates breaching of doors or windows since a typical breaching team can use it as (moving) cover. It also stands taller and would be a potential platform for a second story entry as opposed to sending officers up a ladder, if the situation required it. Page 8 In order to maximize the tactical use of such a vehicle we would need to consider the deployment limitations/capabilities of it being successfully maneuvered offroad/off--curb on rough terrain. This vehicle's operation will not be hindered by inclement weather or poor road conditions (ice/snowv''mud), including natural disasters, where your typical police vehicle will be negated. If we had injured people that could not be accessed by ambulance or other emergency vehicles due to streets being blocked by debris, this vehicle can help mitigate that problem. In addition, the number of doors (.two versus four) allows better ingress/egress from the vehicle. This allows teams to address threats from multiple angles during a downed off cer/citizen operation if required. As expected, a vehicle of this nature will require specialized training for each sworn officer from each department in order for us to maximize its capabilities and cut down response times. This would include a full vehicle and options orientation as well as driving it through a designated driving evolution to include a mock officer/citizen rescue and evacuation. For more specialized SWAT training we would host and bring in vehicle -specific tactical training offered by the NTOA, Security Solutions International, or FTF Tactics. This could include inviting other departments that have armored vehicles for collaborative and tandem use on a tactical emergency. Other subject matter areas that would be covered; proper/safe mounting!dismounting of officers and injured people (using litters), inner perimeter operations, blocking vehicle operations, vehicle assaults, less lethal deployment, robot deployment, winch operations, off-road considerations/limitations, and perhaps VIP details, to name just a few. Myself and Sergeants Reed, Wills and Keller would be responsible for coming up w/a lesson plan as well as a timeline to push the training to our sworn personnel within 1 year of receiving the vehicle. I envision this to be a 2-4 hour training black for starters. The addition of a specialized vehicle to a fleet also requires a discussion about parts and ongoing maintenance. The Oshkosh Defense TPV's chassis is based on a Ford F-550 Super Duty commercial chassis, which city mechanics are most likely to have experience and familiarity with. h1 addition, the chassis warranty (36 months/36,000 miles), the power train warranty (60 months/60,000 miles), as well as a bumper to bumper warranty (i2 months) would be delivered through Clary's Safety Equipment located in Rochester, NCN. A trip to the manufacturer in Oshkosh, WI would also be needed to test drive their vehicle (they have a trackf"proving. ground" for that purpose), and further in-person inspection of their product & its available options. In regards to options. I had an opportunity to speak w/the Special Operations Lieutenant with the Fond du Loc County WI Sheriffs department on 03-21-133. Their department took possession of an Oshkosh Defense armored vehicle after the death of a Fond du Loc Police Officer and critical shooting of another during a man with a gun call, We discussed at length the vehicle's advantages over a typical Lenco BearCat. With his familiarity of both (neighboring Winnebago County WI has a BearCat) he was able to share his opinion that the Oshkosh vehicle is superior in a sense that it allows you better options based on it's compact size (including shorter lengtivrwidth/hcight), lower gross vehicle weight, superior off-road capabilities, and well engineered options. I could provide and list a more detailed synopsis of exactly what options we should strongly consider when asked to do so. Again. this would require myself and Sergeants Reed, 'Wills, and Yeller to discuss and finalize. Page 9 I am also currently working on getting a "demo" version of the vehicle to be brought here for a few days. The purpose being that we could all get a chance to see the vehicle up close. Depending on their demo versions availability.. this may or may not happen. Regardless, an in depth trip out to Oshkosh Defense for a tour and demo for myself and others would be required if approved. Our response and emphasis to this challenge has to be focused on getting the appropriate reliable equipment onscene quickly to gain control of a venuc and/or limit suspect access to escape into the general public early on in the event. As mentioned earlier, law enforcement can learn a lot from our fellow first responders in the Fire Department regarding what specialized vehicles that snake a difference when they are brought to bear during an unpredictable emergency/tactical event we are expected to contain and/or resolve. We do not have to go about this alone. There are others in the region that we can collaborate with and help. Whether it be an assist to Minneapolis PD or western Hennepin County law enforcement agencies, Maple Grove & Plymouth arc centrally located in the County to help respond within minutes as opposed to hours, particularly when time is of the essence. The bottom line is that we would have officers properly trained and capable of getting this piece of equipment to the crisis site early. Furthermore, having a shared vehicle will help to integrate our two teams and departments to a level ofproficiency that most part time suburban teams and agencies do not get to a chance to obtain. Page 10 F --777—r 7 vi..! ^s r- _ s7 R rte. 111 Page 11 PRICING INFORMATION: Total vehicle cost is 5275,000 equipped with the below listed researched and chosen options: Seating for 9 tactical officers (driver, co-driver in the front, 7 officers seated in the rear -3 on rear facing bucket seats, 4 on fold up bench seats that are on each side) Rear controlled HVAC Heated windshield Power inverter Rear storage area/locker Custom center console for a squad radio to be mounted Back-up camera system w/monitor Run flat tires Deployable skip round shields Heated exterior side mirrors lntervox two-way communication system Front mounted winch Rear step Whelan LIi`iZ6 LED side flashers (red/blue) Whelan 180 siren/PA speaker w/mic and controller Code 3 RX 2700 CC LED front light bars w/side alley lights. Located in the two front roof corners (pair) (red) Code 3 RX 2700 CC LED front light bars w/side alley lights. Located in the two rear roof corners (pair) (red) Spot light (go -light), roof mounted, remote control, right front Spot light (go light), roof mounted, remote control, left rear Standard ram assembly (stored and secured by sections on vehicle exterior) Window rock guards (removable for cleaning) Rhino lining (to protect paint finish on doors) Rear mounted ladder Non-slip roof coating Standard brush guard Flat black exterior paint, flat gray interior paint Standard engine component & fuel tank armor Standard exterior grab handles on side and rear See attached Appendix for further Pricing/payment information break down based on $275,000: 5 vear lease =$58,937.53 each year ($29,468.77 each department, each year). total interest S 19,687.65 275,000+19,687.65=$294,687.65 (Interest rate of 2.76° o) 7 year lease --S43,443.22 each year ($21,721.61 each department. each year), total interest S29,102.54 $275,000-r-29,102.54=$304,102.54 (Interest rate of2.880,'0) Page 12 SALES ORGANIZATION: LESSEE: TYPE OF EQUIPMENT: EQUIPMENT COST: CUSTOMER DOWNPAYMENT: TRADE-IN: DELIVERY TIME: PAYMENT MODE: FIRST PAYMENT DUE DATE: LEASE COMMENCEMENT DATE: Oshkosh Plymouth, MN 1) Oshkosh TPV 275,000.00 0.00 0.00 Standard Annual In Arrears 1 Year After Lease Commencement Upon contract signing with Oshkosh March 21, 2013 Term Number of Payments Payment Amount 5 Years 5 Annual 58,937.53 7 Years 7 Annual 43,443.22 There are no documentation or closing costs associated with the completion of this financing. NOTE: All lease documents must be fully executed within 14 days of the date of this proposal. Failure to receive completed documents may alter the final payment schedule due to changes in rates and/or discounts. PERFORMANCE BOND: To utilize the prepay program, a performance bond is required. The cost for this performance bond shall be the responsibility of Lessee with payments made directly to Pierce Manufacturing or financed by Oshkosh Capital as part of the transaction. TYPE OF FINANCING: Tax-exempt Lease Purchase Agreement with a $1.00 buy out option at end of lease term. Said agreement shall be a net lease arrangement whereby lessee is responsible for all costs ofoperation, maintenance, insurance, and taxes. BANK QUALIFICATION: This proposal assumes that the lessee will not be issuing more than $10 million in tax-exempt debt this calendar year. Furthermore, it is assumed that the lessee will designate this issue as a qualified tax-exempt obligation per the tax act of 1986. LEGAL TITLE: Legal title to the equipment during the lease term shall vest in the lessee, with Oshkosh Capital perfecting a first security interest AUTHORIZED SIGNORS: The lessee's governing board shall provide Oshkosh Capital with its resolution or ordinance authorizing this agreement and shall designate the individual(s) to execute all necessary documents used therein. LEGAL OPINION: The lessee's counsel shall furnish Oshkosh Capital with an opinion covering this transaction and the documents used herein. This opinion shall be in a form and substance satisfactory to Oshkosh Capital. This proposal will be valid for fourteen (14) days from the above date and is subject to final credit approval by Oshkosh Capital and approval of the lease documents in Oshkosh Capital's sole discretion. To render a credit decision, lessee shall provide Oshkosh Capital with their most recent two years' audited financial statements, copy of their most recent interim financial statement, and current budget. Accepted by: Proposal submitted by: Uu Lessee Date Oshkosh Capital QSHKasH ` CAPITAL' Oshkosh Capital, 155 E. Broad St., Locator 134-13230-05-7, Columbus, OH 43215 Phone: (800)820-9041, ext. 21 Fax: (800)678-0602 Page 13 Comparing Key Attributes: Oshkosh Defense Tactical Protector Vehicle vs. Lenco BearCat Attribute TPV BearCat Summary Oshkosh Defense e Lightweight composite armor system for Lenco offers a Kevlar blanket for skip The TPV from Oshkosh Defense benefits from a long Engineering NI1 IV protection and lightweight, (See rounds, requiring an officer to exit the history of engineering and building extreme duty Ballistic Protection below) safety of the vehicle to manually protected trucks for military organizations around the Expertise based on Electrically deployed skip plates. No install the blanket world. Oshkosh Corporation is a $613 organization with a Long History of equal in the industry. Provides NIJ IV Lenco utilizes an unmodified Ford a very large and competent engineering capability. Armored Military skip protection deployed from inside the F550 chassis for the BearCat Vehicles Designed vehicle by the driver or co -drive from the and Built safety of the vehicle Oshkosh -engineered high compliance trailing arm rear suspension with tuned spring/shock/sway bar system for unmatched performance on broken roads, off road, and in high speed maneuvers. (See Mobility and Maneuverability below) Ability to configure the vehicle to meet your specific mission requirements (See Configured to ..... below) Mobility and Designed, from its inception, as a high e BearCat requires addition of the G3 The TPU provides unmatched mobility and Maneuverability speed, highly mobile vehicle with high package to provide offroad capability maneuverability with its Oshkosh -engineered high level of crew protection onto an otherwise standard, full length compliance trailing arm suspension replacing the Ford No "add-on" modifications or expensive Ford F550 chassis leaf spring system. offroad kits required Standard Ford leaf spring rear Shortened chassis with 116" wheelbase suspension The shorter wheelbase significantly reduces turning offers 42" curb -to -curb turning diameter Good offroad capability but still large circle. 10 feet shorter than the BearCat and heavy for high speed offroad High compliance Oshkosh -designed operation, tight or confined areas and Its lightweight composite armor system reduces vehicle trailing arm rear suspension system the most difficult terrain weight, reducing suspension loads, and greatly 80MPH top speed (75MPH continuous 70MPH published top speed improving offroad ride and mobility rating with run flat tires) Ford automatic transmission with Ford automatic transmission with selectable 2- or 4 -wheel drive selectable 2- or 4 -wheel drive Ability to Take the The TPV is compact, measuring only Built on a full length Ford F550 chassis, TPV offers a unique capability to take your tactical team in Team "In Close" 200" long — over 4' shorter than the the BearCat is over 250" long, 96" wide close. BearCat and 107" high — a large tactical truck It is only 85" wide allowing use down Larger and significantly heavier than No need to deploy at the curb. Turn into narrow alleys, alleys and driveways the TPV, it's operations in close down driveways, past closely -spaced houses, or into It is only 95" to the roof, enhancing its quarters are limited by its dimensions buildings. ability to operate indoors for parking and large turning circle garage and stadium missions Confidently roll over muddy fields or watered lawns. Its light 7T curb weight improves Operate from within the TPV to gain control. operational capability over lawns or muddy terrain Multiple large ballistic windows and a one piece ballistic windshield offer enhanced situational awareness and enhances in -vehicle operation capability Ballistic Protection NIJ IV Crew Protection using a combat- mil spec 46100 high hardness Both TPV and BearCat provide full NIJ IV crew protection_ proven Military Grade Composite Armor ballistic steel Both offer armored engine bay protection, design by Oshkosh Defense NIJ IV ballistic protection, but heavy Available engine compartment Full length chassis with this effective BearCat uses an older, ballistic steel -only armor system, protection including hood, grill, wheel but heavy ballistic protection package which, while effective, is heavy. wells and light pans can result in an overweight front axle, Advanced composite armor, with an severely impacting vehicle mobility and TPV uses an engineered, battle -proven composite armor Oshkosh Defense design proven to front axle reliability system resulting in equivalent protection at lighter weight, protect soldiers and citizens in their enhancing vehicle mobility and reducing chassis load armored military vehicles worldwide Composite armor is lighter than its ballistic equivalent plain steel armor, reducing TPV weight, adding to vehicle suspension performance and reducing front axle weight load Complete After- Complete bumper -to -bumper service Local Ford dealer for Ford -related Oshkosh Defense is the only provider of armored tactical market Vehicle provided by a local Oshkosh dealer with service items (power train, suspension) vehicles sold for U. S. law enforcement service with a Service fixed -base and heavy call -out service Factory service for all other (body, nationwide network of trained service professionals. Dealer responsible for entire vehicle. armor, glass, accessories, interior) in Clarey's, in Rochester, MN, has delivered and serviced Coordinates Ford -related service activity. Pittsfield, MA Pierce Fire and Emergency trucks, FrontLine mobile You make one call. Our dealer does the command centers, JerrDan recovery vehicles and other sv ua rest. heavy commercial and municipal vehicles for decades. They M are your one-stop provider of service for the entire TPV. cn Plymouth Police Department Fitness Project Objective: Establish a program to improve officer physical fitness and general health by developing a physical fitness program with future expansion into a comprehensive wellness program. Goals: Initial program goals will focus on increasing individual officer physical activity levels; therefore increasing the activity level of the Plymouth Police Department population. Process: Appendix A Measurement: Fitness test scores and health survey results will be obtained prior to program implementation, during program implementation and post program implementation to determine results Benefits: 1. increase officer physical activity; 2. increase productivity; 3. improve morale; 4. reduce sick days; S. reduce workers' compensation injuries; and 6. reduce health care costs for the agency 7. reduce chronic diseases Page 16 APPENDIX A 1. Program Kickoff a. Program Explanation and Goals distributed to Department i. Roll Call Presentations- Department Advocates provide overview b. Department Advocates i. Officers/Sergeants volunteers to be program champions at the work site ii. Coopers Institute Training for individuals administer fitness tests 2. Initial Assessment a. Fitness Testing i. Testing requirements based on duties of position -if you can pass the fitness test in essence you are prepared for what you might encounter on the job (Appendix B provides examples of LE fitness tests) ii. Testing administered by designated officers (Cooper's Institute training?) iii. Establish individual baselines 1. No individual scores reported to administration, only general results 2. Only recorded to track progress iv. Considerations 1. Voluntary involvement; 2. Waiver (off duty, not Plymouth responsibility); 3. Location to administer fitness test; and 4. Ability to exercise during lunch break b. Personalized Health Assessment i. Survey and or Interviews 1. Current health habits a. activity; b. diet; c. stress and coping; i. Shirom-Melamed Burnout Measure d. sleep pattern; i. Pittsburg Sleep Quality Index (PSQI) e. Tobacco use; f. disease (diabetes, HTN, obesity); and g. risk factors for metabolic syndrome: height, weight, resting BP, fasting lipids, fasting glucose Page 17 2. Motivators for becoming or staying health 3. What prevents being active and eating right 4. What would help the individual most a. family education b. workout resources c. time ii. Blood Pressure and Heart Rate Screening 1. Use as baseline to determine improvement 2. Monthly screenings provided 3. Education and Encouragement Considerations (limos) a. "Classes" i. Topics based on health survey results 1. Diet (eating on the go, etc) 2. Mental health 3. Activity (making time 4. Health topics- diabetes, HTN, OSA, back injury, tobacco ii. Find volunteer speakers and Jess/Christina provide presentations b. Family Health Fair Event/ Activity Day i. Physical Activity games and contests ii. Local vendors (workout facilities, physical therapy, stress mgmt., etc) c. Newsletter/Email Tips i. Workout Routine suggestions ii. Diet tips iii. Stress Mgmt d. Department Advocate Support i. Check -ins ii. Questions 4. Assessment a. Fitness Test i. Comparison of scores to see progress ii. Use other PDs as model (St. Paul, Bloomington, etc.) b. Complete health survey i. Compare responses c. Blood Pressure and HR readings d. Program Evaluation e. Professional Journal submission of program overview and results 5. Next Steps a. Pre-employment fitness requirements b. Employee fitness standards Page 18 APPENDIX B U.S. Immigration and Customs Enforcement: http://www.ice.gov/doclib/about/offices/ero/pdf/dro pft fagsheet.pdf U.S. Customs and Border Protection: https://help.cbp.gov/ci/fattach/get/15738112 55029540/session/L2 F2LzEvc2lkL2F wVGNzUmts Federal Bureau of Investigations: https://www.fbijobs.gov/12611.asp Illinois State Police: http: //www.isp.state.il.us/employ/fitness.cfm New Hampshire Police Standards & Training Council based on Coopers Institute Standards http: //www.pstc.nh.gov/faqs.htm American College of Lifestyle Medicine http:://www.lifestylemedicine.org Page 19 APPENDIX C- Relevant Articles Quigley, Adrienne (2008). Fit for Duty? The need for physical fitness programs for law enforcement officers. The Police Chief, vol. LXXV, no. 6, June 2008. Retrieved March 10, 2013 from http:[lwww.policechiefmagazine.orglmagazinelindex.cfm?fuseaction=display arch&a rticle id=1516&issue id=62008 Ramey, S. L., Downing, N. R., & Knoblauch, A. (2008). Developing strategic interventions to reduce cardiovascular disease risk among law enforcement officers. AAOHN Journal, 56(2), 54-62. Zimmerman, F. (2012). Cardiovascular disease and risk factors in law enforcement personnel: A comprehensive review. Cardiology in Review, 20(4), 159-166. Page 20 APPENDIX D- Managing Stress and Reducing Cardiovascular Disease by Utilizing the Theory of Planned Behavior to Increase Physical Activity Levels in Law Enforcement Officers Background and Significance Cardiovascular disease (CVD) is the leading cause of death in the United States (Center for Disease Control [CDC] 2012). According to the Center for Disease Control (CDC), cardiovascular disease can affect all individuals, no matter age or background. However, the occupational cohort of law enforcement faces increased occurrence of CVD risk factors. The current law enforcement officer population has a high prevalence of traditional CVD risk factors such as hypertension, hyperlipidemia, metabolic syndrome, smoking, and sedentary lifestyle (Zimmerman, 2012). According to Ramey, Downing & Knoblauch (2008) studies have demonstrated that law enforcement officers have a higher prevalence of some CVD risk factors than that of the general population. It can be inferred that law enforcement officers' occupational responsibilities contribute to the prevalence and incidence of cardiovascular disease in this cohort (Zimmerman, 2012). According to the Bureau of Labor Statistics, law enforcement work is physically demanding, stressful and dangerous. Officers have to be constantly on alert and ready to deal with numerous threatening situations (Bureau of Labor Statistics [BLS], 2012). These occupational requirements can contribute to cardiovascular stress. Additionally, law enforcement officers face significant amounts of organizational stress and acute stress exposure in their positions (Ramey, Downing & Knoblauch, 2008). Other occupational specific risk factors include shift work with odd and extended hours and poor dietary habits Zimmerman, 2012). Public safety jobs are also largely sedentary with bursts of sudden high demand physical and mental activity (Ramey et al., 2008; Zimmerman, 2012).The mentioned Page 21 position requirements are occupational hazards of law enforcement and contribute to an increased prevalence of traditional CVD risk factors ( Ramey et al., 2008). According to the National Law Enforcement Officer Memorial Fund (NLEOMF), 8% of officer deaths in 2012 so far were the results of fatal heart attacks (NLEOMF, 2012). Despite the evidence of obvious occupational risk factors that can contribute to cardiovascular risk factors, research on CVD in law enforcement is limited (Zimmerman, 2012). The incidence of increased CVD in law enforcement was recognized by the federal government, in 2003 with the implementation ofthe "Hometown Heroes Act" which allows eligibility for death benefits for those officers who die from a heart attack or stroke associated with strenuous or stressful activities performed in the line of duty (Department of Justice [DOJ], 2008). Additionally, the Officer Safety and Wellness Group, associated with the Department of Justice has ranked physical and mental wellness as one of its top focus priorities (Community Oriented Policing Services [COPS], 2012). The evidence noted above proves the necessity of improving officer wellness. The implementation of programs and policy to increase physical activity to manage the stress produced by the job and reduce CVD risk factors could prove beneficial for improving officer wellness and reducing the prevalence of CVD risk factors. However, the development ofphysical fitness programs and requirements is lacking for most agencies (Zimmerman, 2012). The increased likelihood of suffering from CVD risk factors affects the individuals in law enforcement and their families. The safety of the public is also affected when those working Page 22 to serve and protect are physically unfit, fatigued, and stressed, and at risk for sudden or subtle incapacitation. It is important to promote and protect employee health. While little can be done to change the essential functions and job requirements of law enforcement positions, improvements in fitness and health promotion programs can increase physical activity and manage stress to help reduce risks associated with cardiovascular disease. Page 23 Theory ofPlanned Behavior Below is a conceptual model using the Theory of Planned Behavior reflecting the individual motivational factors (attitude, subjective norm, and perceived control) of law enforcement officers as the constructs which determine behavior performance of increasing physical activity. Attitude I don't have time for physical activity I am too tired and stressed, I need to rest and relax Physical Activity will not help my stress 0 LLJJ C L a+' Subjective Norms rra 0 ' Agency Support: Does myemployer think increased physical activity is positive?; Ile a < Does my agency think I am under to much stress? 2 --FU Peer Support: Do my peers value working out and think it is important?; Do my u peers think increased physical activity helps reduce stress and0 Family Support: Does my family value increased physical activity? Does my U CU CL familythink increased PA will reduce my stress and risk factors for CVD? O Law Enforcement Community Support: Is increased PA important in the law 114 enforcement community? It increased PA valued in my profession? Perceived Control Long/irregular work hours prevent time No facilities available No one to work out with, Employer does not care if I do or don't work out Page 24 The Theory of Planned Behavior (TPB) has been used extensively to understand the influencing factors of starting and adhering to physical activity (Buchan, 011is, Thomas, and Baker, 2012). TPB uses the following constructs to determine behavior: attitude, an individual will engage in a behavior when they view it as positive; subjective norm, do important people around the individual approve of engaging in the behavior; perceived control, is the behavior under the individuals control (Buchan et al., 2012). If law enforcement officers have a positive attitude, hold a positive subjective norm, and feel they have control over participating in physical activity the outcome of reducing CVD risk factors is likely to occur based on the behavior performance of physical activity. A study completed by Morse, Dussetschieger, Warren & Chemiack (2011) revealed that correctional officers reported difficulty in adhering to or participating in physical activity due to feeling worn out or drained after work, working long shifts and overtime, and family commitments. These same individual motivational factors that determine behavior for correctional officers can be applied to law enforcement officers. Attitude Law enforcement officers' attitudes toward increasing or participating in physical activity play a large role in determining behavior according the TPB (Buchan et al., 2012). According to Ramey et al. (2008), fatigue was a barrier to physical activity for law enforcement. Education would need to be provided to law enforcement officers on the positive effects of physical activity to help reduce stress and relieve fatigue. If education can provide insight to officers on the positive outcomes ofphysical activity (such as fatigue reduction, decreased stress) their attitudes toward the behavior may change; therefore, making them more likely to Page 25 perform the behavior (Glanz, Rimer, and Viswanath, 2008). The behavior performance of increased physical activity will then affect the outcome ofprevalence of CVD risk factors in this group. Subjective Norms Lack of social support from peers and supervisors has been identified as stressors by law enforcement officers (Ramey et al., 2008). This lack of support needs to be addressed because, according to TPB, if individuals feel their participation in a behavior will be valued or rewarded by their significant persons they are more likely to partake in the behavior. If officers have a normative belief that family and friends approve of participating in physical activity they are likely to perform the behavior (Glanz, et al., 2008). Additionally, if law enforcement officers receive messages from their agency, supervisors, and peers that physical activity is valued and they feel supported they are more likely to participate in the behavior. Therefore, interventions need to be made at the professional and personal level to ensure law enforcement officers believe their significant contacts support and approve ofphysical activity. Interventions at the agency level to increase employer support by implementing reward systems, allowing for workout time during shifts and providing facilities for physical activity would create the sense of approval of physical activity behavior. Support and outward approval of physical activity at the agency level will also improve the value of physical activity behavior for the law enforcement profession as a whole. Education to family members on the benefits of physical activity to help improve the mood and health of their Page 26 law enforcement officer could affect their individual attitudes about physical activity therefore causing the law enforcement officer to sense approval ofphysical activity behavior. According to TPB, if individuals feel important individuals approve ofbehavior they are more likely to perform the behavior (Glanz et al., 2008). Therefore, it can then be said that law enforcement officers who feel their families, supervisors, peers, and the profession as a whole values and approves of physical activity behavior they will be more likely to perform the behavior. Their participation in physical activity will then affect the prevalence of CVD risk factors. Perceived Control According to the Bureau of Labor Statistics (2012), law enforcement officers work long, irregular shifts, often with mandatory overtime. Based on these professional requirements law enforcement officers indicated it was difficult to establish exercise regimens (Ramey et al., 2008). According to TPB, behavioral intentions are affected by the individuals' perception of control over performing the behavior (Glanz et al., 2008). Therefore, interventions need to focus on providing flexibility in the schedules of law enforcement to allow for more perceived control over the behavior of physical activity. If options are provided by employers such as onsite workout facilities, extended lunches to work out or time during scheduled shifts to work out the difficulty perceived of performing physical activity by officers should be reduced. With reduced perception of difficulty in performing the behavior the officers' behavioral intention should be increased (Glanz et al., 2008) therefore increasing physical activity and in turn reducing CVD risk factor prevalence. Page 27 As depicted in the conceptual model and further explained in the text, law enforcement officers' health behaviors are determined by their attitude towards the behavior, their subjective norm of the behavior and on their perceived control over the performing the behavior. Therefore interventions need to be directed at influencing these constructs to increase likelihood of participation in the behavior of physical activity to reach the outcome ofreducing the prevalence of CVD risk factors in the law enforcement population. References Buchan, D., 011is, S., Thomas, N., & Baker, J. (2012). Physical activity behaviour: An overview of current and emergent theoretical practices. Journal of Obesity, 2012 doi: 10.1155/2012/546549 Bureau of Labor Statistics. Police and detectives: Work environment. Retrieved October 5, 2012, from http://www.bls.gov/ooh/Protective-Service/Police-and-detectives.htm#tab-3 Center for Disease Control. (2012). Heart diseasefacts and statistics. Retrieved October 5, 2012, from http://www.cdc.,gov/heartdisease/statistics.htm Community Oriented Policing Services. (2012). National officer safety and wellness group - priorities. Retrieved October 5, 2012, fromhtt2://www.cops.usdoj_gov/Default.asp?Item=2605 Kales, S. N., Tsismenakis, A. J., Zhang, C., & Soteriades, E. S. (2009). Blood pressure in firefighters, police officers, and other emergency responders. American Journal ofHypertension, 22(11), 11-20. Morse, T., Dussetschleger, J., Warren, N., & Cherniack, M. (2011). Talking about health: Correction employees' assessments ofobstacles to healthy living. Journal of Occupational and Environmental Medicine, 53(9), 1037-1045. doi: 10.109730M.Ob013e3182260e2c National Law Enforcement Officers Memorial Fund. Law enforcement officerfatalities research 52year low in first six months of2012. Retrieved October 5, 2012, fromhttp://www.nleomf.or assets/pdfs/reports/valor/2012-Mid-Year-VALOR-Report.pdf Ramey, S. L., Downing, N. R., & Knoblauch, A. (2008). Developing strategic interventions to reduce cardiovascular disease risk among law enforcement officers. AAOHNJournal, 56(2), 54-62. K. Glanz, B. K. Rimer & K. Viswanath (Eds.), Health behavior and health education: Theory, research and practice (4th ed., pp. 465-485). San Francisco, Calif, USA: Jossey-Bass. Sallis, J., Bauman, A., & Pratt, M. (1998). Environmental and policy interventions to promote physical activity. American Journal ofPreventive Medicine, 15(4), 379-397. doi: 10.1016/50749-3797(98)00076-2 U.S. Department of Justice Office of the Inspector General Evaluation and Inspections Division. 2008). The office ofjustice programs' implementation of the hometown heroes survivors benefits act of 2003. Retrieved October 5, 2012, from http://www.justice. ogv/oi /g_reports/OJP/e0805/final.pdf Page 28 US Department of Health and Human Services. (2002). In US Department of Health and Human Services, Center for Disease Control (Ed.), Physical activity evaluation handbook. Atlanta, GA: Zimmerman, F. (2012). Cardiovascular disease and risk factors in law enforcement personnel: A comprehensive review. Cardiology in Review, 20(4), 159-166. Page 29 MEMO PLYMOUTH POLICE DEPARTMENT 3400 PLYMOUTH BOULEVARD, PLYMOUTH, MN 55447-1482 DATE: April 21, 2013 TO: Laurie Ahrens, City Manager FROM: Mike Goldstein, Police Chief SUBJECT: Proposed Physical Fitness Plan Overview Over the last four years, there have been significant discussions regarding the establishment of a physical fitness program for our police personnel. While many of the discussions were with command staff members, several line officers have also engaged in this conversation and have forwarded various programs for consideration. While little traction was initially gained, I have made this notion a top priority based on the overwhelming research that supports the benefits of such a program to our workforce. In this vein, I have assembled a team to further explore what type of program would best serve our personnel. Those involved include: Deputy Chief Dan Plekkenpol, Sergeant Pete Johnson, Dr. Christina Bogan M.D., Jessica Dorfsman R.N., Officer Angela Haseman and Officer Todd Kloss. As a point of background, both Dr. Bogan and Ms. Dorfsman have volunteered to assist the police department with the development of a physical fitness program as they are completing a Masters of Arts degree at the University of Minnesota in occupational health. Due to their professional background and experience, which is quite extensive in the human resources arena, their assistance has been, and will continue to be, invaluable. Also, for their current studies, their participation in this planning and evaluation process will aid in their research for school. Through our exploration, a review of current research has been conducted, tours to, and conversations with, other police departments have been completed, focus groups with department personnel have been held and some initial determinations have been made. While many options were considered, the team has recommended a two pronged physical fitness plan. The first branch will provide a voluntary physical fitness plan for existing personnel and the second branch will be the creation of physical fitness standards for police officer applicants. Page 30 In short, the plan for existing personnel will require each participant to receive permission from their personal physician to being the program. Thereafter, each participant will complete both a waiver that will be properly vetted by the city attorney, and a confidential baseline test using Cooper Standards by Dr. Bogan and Ms. Dorfsman who will then track the particpants' progress. Dr. Bogan, Ms. Dorfsman and both Officers Haseman and Kloss, who will be certified by the Cooper Institute, will complete an individual exercise plan for each participant. Confidential progress tests will be held annually. Under this plan, personnel will be allowed to exercise before or after work, or on their lunch hour at the police department. Supervisors will manage this available option based on staffing and call load considerations. Also, a limited amount of new exercise equipment will be procured or leased with the appropriate service and maintenance contracts to facilitate this process. Prior to its use, all participants will receive training on how to properly use the equipment. The fitness testing for police officer candidates will follow all federal and state guidelines and will be limited to finalists who are navigating their way through the hiring process. The testing will be conducted by Officers Haseman and Kloss under their Cooper Institute certification. Passing standards will be established according to nationally accepted and defendable practices by the Cooper Institute. As such, the Cooper Institute is recognized as the national authority in this arena. The testing will likely include a 1.5 mile run, sit up and push up testing along with another dimension that has not yet been determined as there are several to consider. Research has clearly demonstrated that shift work, especially the type that involves hours of sedentary movement with unexpected and intermittent bursts of expended energy, is fraught with dangerous health ramifications. As such, police officers tend to experience higher levels of cardiovascular and other diseases than the general working population that can greatly impact their quality of life. With an appropriate and controlled physical fitness plan some of these drastic health concerns can be mitigated, which can result in reduced sick time use, fewer injuries and overall enhanced general wellness. Lastly, the League of Minnesota Cities and many other professional organizations including the International Chiefs of Police Association, the United States Department of Justice C.O.P.S. Office, and the Bureau of Labor Statistics support fitness programs for police officers. Their research has reached the same conclusions; whereby a sound fitness program will improve officer safety and wellness. Attached you will find a draft outline of the voluntary physical fitness plan. Other research and planning materials including a budget for the equipment will be provided in the next coming weeks. Page 31 Item 7 July 2012 Plymouth Housing and Redevelopment Authority Housing Choice Voucher Program Commonly referred to as Section 8) rip Plyriiouth Adding Quality to Life Prepared By: Community Development Department TABLE OF CONTENTS EXECUTIVE SUMMARY 1NTROUCTION 3 r! PLYMOUTH HRA PROGRAM HISTORY -A TIMELINE 5 ELIGIBILITY AND APPLICANT PROCESS 7 VOUCHER FUNDING 10 ADMINISTRATIVE FEE FUNDING 31 RESERVE ACCOUNTS 12 POSITIVES AND NEGATIVES OF THE HRA OPERATING THE 14 HOUSING CHOICE VOUCHER PROGRAM THE FUTURE (WHAT'S NEXT?) 15 Housing Choice Voucher Program Page 2Jury, 2022 EXECUTIVE SUMMARY The following report was prepared in the summer of 2012 to provide an overview of the housing choice voucher program (formerly known as the Section 8 program) and outline future program options. The Plymouth Housing and Redevelopment Authority (FIRA) has operated the housing choice voucher program since October 1976 when it received its first 47 certificates to assist families with housing costs. Through program changes and growth, on a monthly basis the HRA currently administers 225 allocated vouchers and over 150 port -in vouchers. Funding for the program, to cover both the housing vouchers and the cost to administer the program, comes from the U.S. Department of Housing and Urban Development Department. On average, the HRA administers vouchers that amount to approximately $236,000 per month in housing assistance to individuals and families living in Plymouth. The HRA also receives approximately $270,000 per year for administrative expenses (staff, overhead, and allocations). Until 2010, the administrative funding received from HUD covered the HRA's program administrative expenses. Starting in 2010, due to HUD's reduced administrative fee funding changes, 50,me of the HRA's adimiiilatrative expenttses have to be covered by prograrin reserves. It is estimated that in 2012, $33,200 will need to come from reserves to cover administrative costs. There are both positives and negatives with the HRA operating this program. Positives: Vouchers help meet the affordable housing goals in the city's comprehensive plan; The ability to convert some of our vouchers to project -based vouchers assists developers in receiving funding from the Minnesota Housing Finance Agency to build affordable units in Plymouth; A local HRA has the ability to implement its own administrative plan that addresses local concerns, 0 With annual inspections, staff is able to require improvements necessary to maintain a number of Plymouth units,- 0 nits;• Local control over the program provides better oversight over fraud; and 0 Having the program in-house provides an opportunity for cross -departmental housing discussions and solutions. Negatives. A concern with costs and the inability to pay for the program without use of local tax payer dollars are becoming more of a concern as the HRA continues to need program reserves to balance the budget; and Housing Choice Voucher Progrom July, 2012 Pu'oe 3 With increasing demand for rental properties, rents are likewise increasing, in turn making it harder to find building operators willing to accept vouchers. Three options moving forward are available to the HRA: I) Operate the program in house using the program reserves when necessary until the reserves are expended and then opt out and turn it over to another HRA/PHA; 2) Opt out of the housing choice voucher program and turn it over to another HRA/Public Housing Authority (PHA) as soon as possible; 3) Operate the program in house using program reserves when necessary and then using HRA reserves and/or HRA levy to cover any shortfalls; or 4) Some combination of the above three options. INTRODUCTION The housing choice voucher program (commonly referred to as Section 8), is the federal government's major program for assisting low-income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the private market. Since housing assistance is provided on behalf of the family or individual, participants are able to find their own housing, including single-family homes, townhouses and apartments. The participant is free to choose any housing that meets the requirements of the program and is not limited to units located in subsidized housing projects. The housing choice vouchers are administered locally by housing authorities that receive federal funds from the U.S. Department of Housing and Urban Development (HUD). Eleven government agencies in the Twin Cities seven county metropolitan area operate Section 8 programs (map attached): e The largest, Metro, which includes Carver County, Anoka County, and most of Hennepin and Ramsey Counties (those portions of 'Hennepin and Ramsey Counties that do not have individual city HRA programs); The two central cities (Minneapolis and St. Paul); Three county HRA's (Dakota, Washington and Scott); and Five suburban communities (Plymouth, Bloomington, South St. Paul, St. Louis Park, and Richfield). The regulations governing the housing choice voucher program are found in 24 CFR Part 982. There are two policy and planning documents regulating the housing choice voucher program that each housing authority is required to develop and maintain: the housing choice voucher program administrative plan and the public housing authority pian (PHA Plan). Housing Choice Voucher Progrom oCeJuly, 2012 The administrative plan is a document that establishes local policies for program administration. The plan must conform with HUD regulations and state the housing authority's policy in those areas when the housing authority has discretion to establish local policy. The administrative plan must be kept up to date, and staff must operate under the policies spelled out in the plan. The administrative plan is updated at least annually. However, it should be noted that HUD amends its program regulations on a very irregular basis. The PHA plan must articulate the housing authority's mission statement and spell out the agency's long-term and short-term plans consistent with the mission statement, The PHA plan consists of two documents: o A five-year plan that describes the mission of the housing authority, its long term goals, and quantifiable objectives for achieving the mission, and An annual plan that provides details about the housing authority's participants, programs and services, and its strategy for addressing operational concerns, residents' needs programs, and services for the upcoming year. PLYMOUTH HRA PROGRAM HISTORY -A TIMELINE In 1975, the City of Plymouth established the Housing and Redevelopment Authority in and for the City of Plymouth, Minnesota (HRA) with the following findings: There exists substandard and deteriorated areas in the city that cannot be redeveloped without the assistance of government; Adequate housing accommodations are not available to veterans and service men and their families; and, There is a shortage of decent, safe and sanitary dwelling accommodations available to persons of low income and their families. On May 21, 1976, the HRA directed staff to proceed with setting up a Section 8 application with the intent that the HRA would be its own sponsor for the Section 8 program to meet its 1975-76 housing assistance goals. In June 1976, the HRA send a letter prepared by Herbert Lefler, attorney for the Plymouth HRA, to HUD stating that the HRA was qualified to participate in the Section 8 Housing Assistance Payments Program for existing housing. In October 1976, HUD awarded the HRA 47 certificates. Applications and funding were originally based on how many certificates a housing authority needed for certain bedroom sizes. When a certificate turned over, a housing authority had to reissue to the next family on the wait list that matched the bedroom size that just turned over. Housing Choice Voucher Program Page 3 Myr, 2012 In 1983, Congress accepted HUD's proposal for more flexibility in tenant -based assistance and created a second program, the voucher demonstration in the Housing and Urban -Rural Recovery Act of 1983. In the Housing and Community Development Act of 1987, Congress replaced the voucher demonstration with a permanent voucher program. Two important features of the voucher program responded to the desire to provide families with more flexibility: 41 Vouchers were to make up the difference between a payment standard based on the fair market rent (FMR) and 30 percent of a family's adjusted income. However, a family with a voucher could choose to rent a more expensive unit, thus widening their housing choice. While the subsidy was capped by the payment standard, a family could decide to pay the additional costs. 4 Portability was introduced, which allows a family to use the voucher in a jurisdiction other than where the issuing housing authority operates. During the late 1980's, although two programs were available, the HRA continued to administer only the certificate program. Over time, HUD extended portability to the certificate program as well, thereby allowing its use in Plymouth. HUD also expanded it to allow a family to use its voucher to live in any jurisdiction in the country that operates a Section 8 tenant -based program. Portability has proved to be an important tool in helping families move to neighborhoods offering better services, better environments, and better opportunities for moving to self-sufficiency. In 1998, Congress reached agreement that an important element in the reinvention of HUD and its programs was the streamlining of the Section 8 certificate and voucher programs into a single program with a single set of regulations. The merged' program continued the voucher program policy of peri -hitting a family to rent above the payment standard, but added a limitation that the family cannot pay more than 40 percent of their income for rent. The merger also helped streamline ,program rules by eliminating: The so-called "take one, take all" (if an apartment complex accepted one Section 8 client, they had to accept every Qualified Section 8 client); a The "endless lease" (could only be terminated for serious or repeated lease violations); and, 0 The 90 -day notification for lease termination provisions contained in the previous law. In addition, while maintaining the policy for tenant screening and the selection of prospective tenants, the new rules also required that leases contain language providing that tenancy may be terminated for criminal activity. Housing Choke Voucher Program PGyti lufy, 2012 By October 1999, all Plymouth certificates had transitioned into vouchers. When the certificates became vouchers, clients were then able to use the portability feature. The table below indicates the history of Plymouth's certificates/vouchers awards from HUD and the types of vouchers. Plymouth HRA Voucher History and Descriptions Date Awarded Certificates/Vouchers Type October, 1976 47 Regular October, 1978 25 Regular September, 1985 15 Regular December, 1998 15 Mainstream January, 2000 15 Mainstream (separate funding) September, 2000 25 Regular August, 2001 35 Regular January, 2005 24 Enhanced (Willow Creek N) January, 2005 24 Enhanced (Willow Creek S) Total 225 Voucher Descriptions 2007 2008 2009 2010 2011 6/1/12 Mainstream 30 30 30 30 30 30 Non -elderly, handicapped/disabled) Tenant Protection — Enhanced 33 24 18 15 10 9 Type of protection voucher that resulted from owner opt -out at Willow Creek which was formerly subsidized buildings) Port -Out Voucher being used outside Plymouth and 4 10 23 15 20 6 administered by another authority) Housing Choice Tenant -based vouchers and 18 project - based vouchers) A housing authority can designate up to 20 percent of their vouchers to specific housing units that are constructed for project -based vouchers. Plymouth currently has project -based units 172 166 157 164 155 182 at Stone Creek, Vicksburg Commons and West View Estates. (Two more project - based vouchers are scheduled for occupancy in July, 2012 for West View Estates). Housing Choice Voucher Program Page 7 July, 2012 Port -In Income Limits (Gross Income) 1 Person 29,400 2 Person 33,600 3 Person Voucher issued by another authority 185 184 179 157 159 164 leased up in and administered by Plymouth) 1TotalVouchers142441440713821384 391 ELIGIBILITY AND APPLICANT PROCESS When the HRA opens the wait list (typically opens up every three to four years) the first action taken is to advertise. The HRA advertises in a variety of ways that they are accepting applications for the housing choice voucher program through notifying Housing Link, Interfaith Outreach and PRISM. HRA staff selects pre -applications through a lottery method. Once selected, staff reviews them and if the applicants meet the minimum program requirements and eligibility, they are placed on a waiting list. When a voucher is available for issuance, staff contacts the next person on the waiting list to come in for a briefing. The HRA determines eligibility for a voucher based on the total annual gross income and family size and is limited to US citizens and specified categories of non -citizens who have eligible immigration status. In general, a family's income may not exceed 50 percent of the median income for the county or metropolitan area in which the family chooses to live. Median income levels are published by HUD and vary by location (current income levels are listed below). In addition to income and citizenship eligibility requirements, the HRA has two categories of local preferences. Category 1 preferences include a family that has been involuntarily displaced through no fault of their own, such as a disaster (fire, flood, earthquake), government action or owner action such as sale or foreclosure of unit (excluding eviction for nonpayment of rent). It also includes victims of domestic violence, homeless and families living in a shelter or transitional housing; or families currently paying more than 50 percent of their gross household income for rent and utilities for at least 90 days. Category 2 preferences include a head of household who lives or works in the city of Plymouth; or a head of household who is unable to work due to a disability. Current income levels Household Size Income Limits (Gross Income) 1 Person 29,400 2 Person 33,600 3 Person 37,800 4 Person 41,950 5 Person 45,350 6 Person 48,700 Housing Choice Voucher Program page 8 July, 2012 During the initial briefing, the applicant is informed of the program rules and requirements for compliance. At that time, the applicant completes a full application and signs various verification forms that will confirm their local preference. Once HRA staff verifies the preferences and the applicant passes a criminal background check, the applicant is issued a voucher and begins the search for a unit in Plymouth. HRA staff advises voucher holders of the unit size they are eligible for, based on family size and composition. The HRA requires the family to live in Plymouth for at least one year once they receive a voucher. After that time, the fancily can move to another jurisdiction (Port -Out) if they so choose. The housing unit selected by the family must meet an acceptable level of health and safety before the HRA can approve the unit. When the voucher holder finds a unit that they wish to occupy and reaches an agreement with the landlord over the lease terms, they return the request for tenancy approval (RTA) is returned to the HRA. At this point, HRA staff inspects the unit for code compliance and determines that the rent requested is reasonable, The housing authority determines a payment standard that is the amount generally needed to rent a moderately -priced dwelling unit in the local housing market and that is used to calculate the amount of housing assistance a family will receive. However, the payment standard does not limit and does not affect the amount of rent a landlord may charge or the family may pay. A family that receives a voucher can select a unit with a rent that is below or above the payment standard. Current Plymouth Payment Standards A family must pay at least 30 percent of its monthly adjusted gross income for rent and utilities, and if the unit rent is greater than the payment standard, the family is required to pay the additional amount. As noted earlier, by law, whenever a family moves to a new unit where the rent exceeds the payment standard, the family may not pay more than 40 percent of its adjusted monthly income for rent. A family must come in at least once a year for recertification appointment. At that time, the housing authority updates family information, income, and expenses. Under certain criteria listed in the administrative plan, a family's income and expenses may be recalculated more Housing Choice Voucher Program Page 9 July, 2012 than once a year. If the family decides to stay at their current unit, HRA staff performs a housing inspection. Housing inspections are performed annually. A family's housing needs may change over time (e.g. family size and job locations). The housing choice voucher program is designed to allow families to move without the loss of housing assistance. Moves are permissible, as long as the family notifies the housing authority ahead of time, terminates its existing lease within the lease provisions, and finds acceptable alternative housing. As participants in the housing choice voucher program, families must comply with all regulations, administrative plan policies, and statement of family responsibilities. If a family violates any of the aforementioned, the HRA sends the family a letter terminating their assistance. The family has a right to an informal hearing. The informal hearing committee consists of a three member panel that includes the HRA executive director, community development support services manager and one other city staff person. A housing staff member presents the HRA's case for termination and the family presents their case for non - termination. The family and housing staff member are dismissed and the informal hearing committee discusses all evidence submitted (both written and oral) and renders their decision. The committee communicates the findings are sent to the housing staff member who then forwards the information to the family. VOUCHER FUNDING To cover the cost of the program, HUD provides funds to allow housing authorities to make housing assistance payments (HAP) on behalf of families. HUD also pays housing authorities a fee for the costs of administering the program. The fending process that HUD uses has changed over time. Prior to 2005, staff prepared an annual estimate of required annual contributions (ACC) and an operating budget to ensure that costs did not exceed the annual contributions HUD provided. HUD approved the budget through a notification letter and supporting funding exhibit to the ACC establishing the amount of the annual contributions available for leasing over the term of the award. HUD did not indicate to a housing authority a fixed number of units or a specific mix of units by bedroom size. If a housing authority did not spend all of their HAP funding in a given year, unspent funds would go back to HUD. If a housing authority overspent HAP, HUD would allocate additional funds to the housing authority the next year. Effective in 2005, HUD changed its policies and started to distribute 1/12 of the total funding allocation per month, with incremental funds distributed based on contract terms. A housing authority determined the number and type of units that would be leased and rnanaged their Housing Choice Voucher Progrom Paye 10 July, 2012 program to ensure that: 1) annual HAP contributions were fully utilized and (2) costs did not exceed annual contributions. If a housing authority did not spend all of their HAP funding in a given year, the excess went into net restricted assets (NRA) and could only be used for HAP expenditures in future years. If a housing authority's HAP expenses exceeded the budget authority, funds in the NRA (assuming a positive balance) could be used to cover the deficit. In 2008, HUD changed the funding formula to a "benchmarking" methodology, HUD established a HAP funding baseline for a housing authority, based on 1) validated leasing and 2) HAP cost data from a specific period, typically nine to 12 months of previous HAP expenses. Effective January 2012, HUD introduced cash management. This method controls the disbursement of federal funds in such a way that housing authorities do not receive federal funds before they are needed. The intent of cash management is to mitigate housing authority accumulation of NRA funds; reduce treasury outlays by timing disbursements based on actual need; and facilitate a more efficient and timely method by which to account for housing author'ty program reserves. Components of the cash management system include: Each month's HAP disbursement is based on the most recent quarter's validated monthly average HAP costs; Disbursements are reconciled to actual HAP expenses at the end of each quarter once actual costs are validated in the Voucher Management System (VMS); Subsequent disbursements are adjusted to recoup any excess provided; Additional disbursement is made to cover any shortage in funds provided; and The process is repeated quarterly with final reconciliation to be completed at year-end. Also beginning in 2012, HUD implemented a mandatory spend -down of a portion of the net restricted assets (NRA) by offsetting the housing authority's HAP payments. In the case of Plymouth, the funding for 2012 was offset by $184,829, which will reduce the NRA account to approximately $113,000, ADMINISTRATIVE FEE FUNDING Administrative fees cover salaries, benefits, office supplies, conferences, training, mileage, dues and subscriptions, fee accountant, professional services, printing and publishing, legal, postage, ailocaticns (photocopying, information technology, facilities management, risk management, and telephone), and port -out administrative fees. Currently administrative fee funding covers 40 percent of the community development support services manager, 100 percent of the housing specialist, 100 percent of the housing technician and 20 percent of the housing inspector. The chart below depicts the administrative fee expenses for the last five years along Housing Choice Voucher Program DaaeJuly, 2012 with the administrative fee revenue (funds from HUD and other housing agencies for administering port -in vouchers): Year Administrative Expenses Administrative Revenue Net 2007 $266,175 $266,460 $ 285 2008 $256,642 $278,131 $21,489 2009 $281,256 $282,236 $980 2010 $273,597 $273,220 2011 $267,067 ($ 777) 265,733 ($1,334) In the past, administrative fees have typically been sufficient to cover expenses. However, starting in 2010, the administrative fee rate percentage has changed annually and housing authorities currently are receiving less than 100 percent of the administrative fee rate. The following chart depicts how the administrative fee rates have changed and the percentage rate that Plymouth has received. Based on the approved budget and currently estimated revenue, the HRA expects the followingadministrativefeerevenuein2012: Administrative Fee 2012 Revenue Budget Estimated Revenue Difference Revenue Source approved) to Receive* 210 Vouchers 158,750 154,466 4,284) 15 Mainstream 13,680 13,792 112 Port — Ins (150 est.) 95,000 79,562 1.5,438) Fraud Recovery 2,500$3,266 766 Interest 800 5,304 4,504 Total 270,730 256,390 14,340) At the time of budgeting, HUD had not determined the funding rate. Year Administrative Updated Net Expenses (Budget) Administrative Revenue (Estimate) 2012 I 281,015 256,390 24,625) Housing Choice Voucher Program Page 12July, 2012 Unrestricted net assets (UNA) is the amount by which program administrative fees paid by HUD for a fiscal year exceeds the housing authority's administrative expenses for the fiscal year plus any interest earned. Adrninistrative fees funded from FFY 2004 and subsequent appropriations require that administrative fee reserves only be used for activities related to the housing choice voucher prograrn, including related development activities and ongoing administrative fee deficits. RESERVE ACCOUNTS HUD created the financial data schedule (FDS) was created in order to standardize the financial information reported by housing authorities to the HUD Real Estate Assessment Center (REAC). REAC uses the FDS to analyze a housing authority's data in conjunction with other performance measurements to help ensure the success of the programs. All housing authorities are required to electronically submit their year-end financial data to the HUD REAC in the financial assessment subsystem (FASS). in 2005, housing authorities reported the net restricted assets and unrestricted assets for their pre -2005 balances and updated them on a yearly basis. In May 2010, HUD began a reconciliation process to assure the accuracy of the net restricted asset balance as of December 31, 2009. As a part of the reconciliation process, HUD added four new reporting fields in the voucher management system (VMS) for tracking of: Net restricted assets (NRA) as of the last day of the month; Unrestricted net assets (UNA) as of the last day of the month; Cash/Investments as of the last day of the month; and Vouchers issued but not under HAP contract as of the last day of the month. In January, 2011, HUD began the reserve account reconciliation process for small housing authorities such as Plymouth. The objectives of the reconciliation were to: Determine materially correct balances as a housing authority's fiscal year end. The balances were determined based on five year reconciliation (2005 through 2009) of voucher management system and FASS data; Is Correct the balances in the FASS submission, following joint agreement on a correct balance; Correct reporting deficiencies in voucher management system were corrected as a result of the reconciliation effort; and, Review for financial non-compliance. Housing Choice Voucher Program Paoe 12 July, 2012 Based on the reconciliation process for Plymouth's 2009 fiscal year end which was sent to HUD on February 4, 2011, the following NRA and UNA balances were determined. Fiscal Year End (12/31) NRA Balance UNA Balance 2009 $117,630 2010 $215,982 688,324 580,883 2011 I $294,150 582,695 Staff never knows ahead of time if HUD is going to fund administrative fees at the 100 percent level or at a reduced level until a new funding year begins. Based on the trend over the last several years, it is safe to assume that housing authorities will not see an increase in funding. The unrestricted net assets balance is adequate to cover the shortfall of administrative expenses for the foreseeable future. Using the information on the previous page, assumptions made to inflation and HUD's commitment to paying administrative fees, the following table shows when the unrestricted net asset reserve balance will be exhausted. Est. Admin. Revenue*** Est. Admin. Expenses**** Net Revenue over Expenses 12* 2013** 2014 2015 2016 390r 256,018 256,418 256,018 256,018 015 283,075 290,151.98 297,405.67 304,840.81 24,625) 27,457) 34,133.88) 41,387.67) 48,822.81) Est. UNA Balance 12/31/17 12/31/18 12/31/19 12/31/20 12/31/21 r$3.0,224.,, 285,969.43 213,707.21 $133,237.99 44,356.59 2012 revenue based on current estimate and expenses based on approved budget 2013 revenue and expenses based on current 2013 projections assumption that HUD will not lower administrative fee below 80% Expense Inflation estimated at 2.5% Housing Choice Voucher Program Page 14 July, 2012 POSITIVES AND NEGATIVES OF THE HRA OPERATING THE HOUSING CHOICE VOUCHER PROGRAM! HRA and city staff met several times recently to discuss the housing choice voucher program. The primary purpose of the discussions was to identify the positives and negatives of operating the program in-house. On the positive side, staff identified the ability to use the issued vouchers to help meet the affordable housing goals stated in the city's comprehensive plan. Further, as recently noted, the ability to convert some of the HRA vouchers to project -based vouchers assists developers in receiving funding from the Minnesota Housing Finance Agency to build affordable units in Plymouth. A local HRA has the ability to implement its own administrative plan that addresses many local concerns. Because each client that is assisted with a voucher is required to have their unit inspected annually, staff is able to require improvements necessary to maintain a number of Plymouth units. Having local control over the program also provides better oversight over fraud. Lastly, having the program in-house provides a great opportunity for cross -departmental housing discussions and solutions. On the negative side, program costs and the inability to pay for the program without use of local tax payer dollars are becoming more of a concern as the HRA continues to need unrestricted asset reserves to balance the budget. Further, with increasing demand for rental properties, rents are likewise increasing, in turn making it harder to find building operators wiling to accept vouchers. Although voucher holders continue to be able to find building operators that will accept vouchers, the options are becoming more limited and concentrated. THE FUTURE (WHAT'S NEXT?) Staff has identified three possible options for the future of the housing choice voucher program; 1) Operate the program in house using program reserves when necessary until the reserves are expended and then opt out and turn it over to another HRA/PHA; 2) Opt out of the housing choice voucher program and turn it over to another HRA/Public Housing Authority (PHA) as soon as possible; 3) Operate the program in house using program reserves when necessary and then using HRA reserves and/or HRA levy to cover any shortfalls; or 4) Some combination of the above three options. Housing Choice Voucher Program Page 15July, 2012 Option 1 With the current unrestricted net asset reserves sufficient to cover estimated administrative shortfalls until 2021/2022, one option could be to continue to operate the program as currently done until the reserves are not sufficient to cover deficits. Staff and the HRA Board would continue to monitor budgets, both revenues and expenditures an a regular basis (at a minimum annually), until it becomes more certain that the reserves will not cover project administrative fee deficits (currently estimated to be six to seven years out) Once it becomes more apparent the year that reserves will be exhausted, Option 2 would be followed. This option would allow the HRA to continue to operate the program in house. Although the current federal practice is to not increase administrative fees, by extending the termination date, the opportunity does exist that HUD will increase Administrative Fees back to the 100 percent level, or close to it. With that said, it may be easier to find another authority (HRA or PHA) to take over the HRA's program while the unrestricted net asset reserves are healthy. Option 2 A second option could be to apt out of the housing choice voucher program now. With this option, the HRA would need to find another PHA who would be willing to absorb Plymouth housing choice vouchers, project -based vouchers, five-year mainstream vouchers, enhanced vouchers, and our port -in vouchers (the most likely options would be Metro HRA and St. Louis Park HRA.) If the HRA found an agreeable housing authority, the governing boards of both would need to approve resolutions acknowledging the transfer and then send those resolutions and accompanying letters to the local HUD office at least 90 days prior to the requested effective date of the transfer. Generally, transfers must have an effective date of January 1 or July 1 of a given year. HUD will take up to 30 days to review a request and make a determination to approve or deny the request. It should be noted that Minnesota has no history of transfer requests, At this point, HUD does not allow an involuntary transfer; the HRA cannot just stop operating the program without finding another authority to take over the Plymouth HRA's program. Ootion 3 If the reasons to operate the housing choice voucher program in ' -house sufficiently out weigh the reason to transfer the program to another willing authority, the HRA could use the reserves as stated in Option 1 until all reserves are exhausted and then use general HRA reserves and/or Housing Choice Voucher Prugrom Page 1bJuly; 201 HRA levy to cover any deficit that may exist. Based on the information on reserve balance needs outlined on page 14, all unrestricted net asset reserves would be expended by 2022. Option 4 A final option could be to continue to operate the program as currently done with any budget deficits being covered by the reserves and continually monitor the administrative fee funding. On an annual basis, the HRA could review the reserve balances and projected shortfalls and decide to negotiate an opt out with another authority when reserve balances are lower but still sufficient to cover shortfalls for a few additional years. lousing Choice Voucher Program Page 17 Jury, 2012 Twin Cities Metropolitan Area SECTION 8 PROGRAMS St. Francis Behel Linwood Twp. FastBethel Bums Twp. OakGrove SAA Metropolitan Council AN KA AA Columbus Twp. Ramsey Andover Ham Lake ForestLake New Scandia Twp. Anoka M" Rogers Dayton Coon Rapids Blaine LinoLakes HassanTwp. Champlin Hugo MayTwp. Ceaervdl P" WASHINGTON12teoS Greenfield. Corcoran Maple Grove BrooklynPark a Pg Moored Shoreview White Bear View NorthOaks TwP. ell StillwaterTwp. HEN EPIN F"' A d Whit Grant EQUAL HOUSING Brooklyn New Hills o ediCenterrightoyr's Bear hOPPORTUNITYarettotW1Heights vuCrys[a u Lak W' II ie StillwaterNewmaEIndependenceMedinaHoark h0obbinleSt. Little P gs y Roseville Canada No P ta'ri StPa Baytown a Golden La Maplewood LakeElmo Twp Valley arc Oakdal is FWp. Wayza West Orono Minneapolis St. Paul Tupd and Minnetrista old] f Il land i e °ka Minnetonka ores Moun n eepha en Hopkins St. mi Beach S[. Nil-ill Ba re d. le St. Point Shorew for West Woodbury Afton Edina St. Paul.. Fort endota Victoria. Chanhassen Richfiel Snelling Mendota n Heights Lk Eden Prairie ac Laketown S Twp, Inver p' k 1 Chaska Bloomington Grove Denmark CAR 7 Eagan Cottage Grove T Heights wP rey loud hack Islas wp. Yo N A10 Dahl en T Twp Shakopee gr w7' Jackson Burnsville YoungAmerica Twp. Benton Twp. C e TwP Savage NininerAppleValleyRosemount. g Twp. brag Louisville Twp, PriorLake Hastings Co Hancock Twp. SanFrancisco Twp. DAKOTA Ravenna Sand. Creek SpringLake CreditRiverLakeville Empire T Ver inion MarshanTwp. Twp ord Twp Twp. Twp P Twp. St. Lawrence VermillionTwp. SCOTTTwpFarmingn BellePlaine i --"'-xton New l ie esvi BlakeleyTwp. BellePlaine Twp. Helena Twp, CedarLake Twp. New MarketTwp. Eureka Twp, Castle Rock Twp. Hampton Twp. Douglas N Ne M eElk Randolph Twp. Twp - 0 5 10 15 20 25 Miles I Ralidlph GreenvaleTwp.Waterford Sciota Twp TwP Twin Cities Metropolitan Area Housing Authorities: Metro HRA South St. Paul HRA Dakota County CDA St. Paul PHA Plymouth HRA LL Washington County HRA Minneapolis PHA St. Louis Park HRA LL Scott County HRA Bloomington HRA Richfield HRA March 28, 2013 Update 80% Admin Fee Estimated Admin Revenues"*` Estimated Admin Expenses***` Net Revenues over Expenses 2012* 2013"* 1 2014 1 20152016. 2016 2017 2018 2019 1 2020 1 2021 264,583.00 255,123.00 1 255,123.00 1 255,123.00 255,123.00 1 255,123.00 255,123.00 255,123.00 255,123.00 255,123.00 264,466.00 283,875.00 1 290,971.88 1 298,246.17 305,702.33 1 313,344.88 321,178.51 329,207.97 337,438.17 345,874.12 117.00 28,752.00) 35,848.88) 43,123.17) 50,579.33) 58,221.88) 66,055.51) 74,084.97) 82,315.17) 90,751.12) 12/31/2011 1 12/3111012 12131/1013 1 12131/1014 1 12131/1015 1 12/31/1016 12/3111017 1 12/3111018 1 12131!2019 1 12/3112020 1 12/31/2021 Estimated UNA Balance 1 $582,675.00 1 $582,792.00 $554,040.00 1 $518,191.1_3_[_$475,067.95 t $424,488.63 $ 366,266.74 1 $ 300,211.24 1 $ 226,126.27 1 $ 143,811.10 1 $ 53,059.98 2012 revenue and expenses actual 2013 revenue and expenses based on approved 2013 budget Revenue (Admin Port, HUD Dir Admin, Main Admin, 112 Fraud Recovery, @79% of Interest) Expense (Admin Expenses and Audit) Assumption that HUD will not lower Admin fee below 80% or increase the Admin fee. Expense Inflation 2.5% New 2013 Estimate (Sequestration) Estimated Admin Revenues*** Estimated Admin Expenses**** Net Revenues over Expenses 2012* 2013** 1 2014 1 2015 2016 2017 1 2018 1 2019 1 2020 1 2021 264,583.00 234,829.00 234,829.00 234,829.00 234,829.00 234,829.00 234,829.00 234,829.00 234,829.00 234,829.00 264,466.00 283,875.00 290,971.88 298,246.17 305,702.33 313,344.88 321,178.51 329,207.97 337,438.17 345,874.12 117.00 49,046.00) 56,142.88).$(63,417A7) 70,873.33) 78,515.88) 86,349.51) 94,378.97) 102,609.17) 111,045.12) 2012 revenue and expenses actual 2013 revenue and expenses based on approved 2013 budget (revenue adjusted based on sequestration) Revenue (Admin Port, HUD Dir Admin, Main Admin, 112 Fraud Recovery, @79% of Interest) Expense (Admin Expenses and Audit) Assumption that HUD will not raise or lower Admin fee from the sequestration amount. Expense Inflation 2.5% City of Plymouth Adding Quality to Lrfe To: Mayor and City Council From: Diane Evans, Director of Parks and Recreation Memorandum Date April 24, 2013 Item: West Medicine Lake Drive Retaining Wall HISTORY Item 8 In 1989 an eight -foot wide paved trail along West Medicine Lake Drive was constructed. Because of the proximity of the lake to the roadway, a retaining wall was needed to support the trail. Modular block was selected as the most cost effective wall type to use. The other wall type considered was a cast -in-place wall. The retaining wall is 1,100 feet in length and varies in height from 2 to 7 feet. In 2003, the West Medicine Lake retaining wall began to show noticeable distress. Specifically, there were several locations where the lake was undermining the wall and causing bottom courses of the block to fall away and granular backfill to erode the block. Repairs were made to the wall including, placing riprap along the base of the wall at various locations, rebuilding of the wall in two locations and incorporating concrete supports near the base ofthe wall in two locations. CURRENT CONDITION The wall continues to be of concern. The observed failure mode of the retaining wall now shows several noticeable bulges at the bottom of the wall and noticeable rotation at the top of the wall. These movements typically occur when the earth forces are larger than the walls resistive forces. Section 2, which includes 200 feet of the wall, is showing the greatest amount of distress. This location of the trail is unsafe and currently marked with traffic barrels and concrete barriers. The other sections of the wall are in better shape and have a service life of 5-15 years. The aerial photo below identifies each ofthe wall sections (1 to 7; from right to left). REPAIR/REPLACEMENT COST ESTIMATES Staff has engaged SRF Consulting group, Inc. to provide information on the current condition of the wall and to provide recommendations and costs. Options for reconstruction of the wall include a "Big Block" retaining wall system, a "Cast -in -Place" concrete wall, and a "Steel Sheet Pile" wall. The estimated cost ranges from $700,000 to $900,000. Currently a funding source has not been identified for the retaining wall. Attached for your review is the 2003 Feasibility Report. SRF February 2003 SRF No. 0024560 Cwv LmNG GAou , lxc C 0 N S U L T I N G GROUP, INC.' Transportation Civil - Structural Environmental -Planning Traffic Landscape Architecture Parking FEASIBILITY REPORT West Medicine Lake Drive Retaining Wall Repair BACKGROUND The West Medicine Lane Drive retaining wall was constructed in 1990 as part of the construction of a pedestrian trail along West medicine Lake Drive. The wall consists of a Keystone Modular Block wall approximately 1,100 feet long and varies in height from t3 to 7 feet. The walls have Miragrid geogrid reinforcement layers at various locations. The walls, less than 3.5 feet in height, have no geogrid reinforcements, one layer of geogrid for walls between 3.5 feet and 5 feet and two layers of geogrid for walls over 5 feet. This type of wall is considered a Geotechnical Type Wall, which develops its strength and stability from the integrity of the soils behind the wall. It is also important to maintain the soil interaction with the Geogrid Reinforcement that is provided at various levels behind the wall. INSPECTION Our inspection of the retaining wall indicates that portions of the wall are starting to fail and corrective measures are necessary. Damage to the wall has occurred at the base of the wall due to the level of the lake raising and wave action from boat traffic. The wave action has caused granular material behind the wall to wash out and therefore creating voids behind the wall. Since this type of wall is a geotechnical wall, the loss of material behind the wall causes the wall to lose its integrity. RECOMMENDATIONS We are recommending three different measures be taken, depending on the wall location and have identified the locations as zone "A," `B," and "C." Refer to Figures 1 and 2 for zone locations. Zone "A" -- No Corrective Measures No corrective measures are necessary in this area. The wall height is low, there are no signs of distress and the water line is a safe distance from the wall. Zone `B" — Rip Rap Provide approximately 10 feet of riprap at the base of the wall. There does not appear to be much distress in the wall at these locations, but there is potential for damage to the base from wave action if the water level gets much higher. (Refer to Figure 1.) The estimated cost to provide riprap in this area is approximately $30,000. West Medicine Lake Drive Retaining Wall Repair February 2003 Feasibility Report Page 2 Zone "C" — Rebuild Wall This portion of the wall needs to be rebuilt. We are recommending the following method of rebuilding the wall. (Refer to Figures 1 and 2 for reference.). Rebuild wall with existing Modular Block units. To protect the wall from future erosion problems, install steel sheet piling and rip rap at the base of the wall. 1n order to rebuild the wall with minimal excavation limits behind the wall for the required Geogrid lengths, it is recommended that a Helical Screw Tieback System be used to anchor the geogrid system. The helical screw anchors are a very cost effective method of tieback system. The total estimated cost for provided riprap in Zone B and building the retaining wall in Zone C would be in the range of $200,000 t0 $230,000. We would also anticipate that permits would be required by the Regulatory agencies for the corrective work necessary. Attached are some photos of the wall locations where failures have occurred, (Figures 3 — 5). HAStnic\00314560 Dor\Feas Rpt Mall Repair 217031AE.doc C Q NN CO4 C O O rn3 70 ymuj LtvW WESI MEDICINE LAKE DRIVE 2a a za saale- 13+00 19+ o0 is+Do tz+oa µEDICINE LAKE W C 2 9 J 6 v 2VvF 9oD 4 O... TOP -OF. -WALL.: TLIP EIF - L r ... bM1 r. ... _ ... ..- .... -.. -.- 890 20+00 21+00 16+00 17+OD 0 ELEVATION 19+DD GROUND LINElAT BASE OF WALL CITY OF PLYMOUTH FIG. I hereby certify that this plan, specification. or reportmydirect DRAWN BY DATE E. JOHNSON a/02_ was prepared by me or under supervision and that I cm a duly Licensed ProfessionalEngineer under the DESIGNED BY CONSULTING WEST MEDICINE LAKE ROAD RETAINING WALL REHAB 2 lows of the Stoie of Minnesota LARRY A.ERICKSON L ERICKSON B/02_ PLAN & ELEVATIONPrFniName: CHECKED BY P. RIVARD 8/02 GROUP, INC. I.Y cK0 APPA REISFOCOMM.NO. NO O 0024560License = 14546Date i 7 7 -- glow ilow. 3 k7 2x•rt i ,.fes -T IF S. 61, nr a -. - ° - r .:.d,. *:! ate• , ,d ` Ilk UIRIFI= IF - City of Plymouth Plymouth Ice Center Fund February, 2013 INTRODUCTION The following report provides an overview of the Plymouth Ice Center (PIC) operation including historic information, current amenities, user groups and other operational data. Overall, PIC has proved to be a valued community asset serving almost 500,000 visitors per year and operating as an enterprise fund (for 16 years) without any operating subsidy from the general fund — which is an anomaly in the ice arena world. As we look to the future, and as PIC continues to age, the City will be faced with some decisions in regard to mandated and necessary improvements to this facility. HISTORY The Plymouth Ice Center (PIC) is one of the busiest ice facilities in Minnesota. The facility services as home ice to Wayzata High School (boys & girls), Providence Academy (boys), Armstrong/Cooper Youth Hockey and Wayzata Youth Hockey Association, one of the largest programs in the nation. In addition PIC is also home to numerous regional and state hockey tournaments and events. In the past, PIC also served as home ice to Armstrong High School Hockey (boys & girls). In 2012, Robbinsdale School District made the decision to move their hockey programs to the New Hope Ice Arena. Opened in 1997 - 9 million (total cost) Financial support provided by— o $8,000,000 — Community Improvement/Administrative funds (voter approved) o $250,000 - Mighty Ducks Grant o $250,000 - Wayzata High School o $250,000 - Wayzata Youth Hockey Association o $250,000 — Other contributions 85,000 square feet 2 sheets of ice - Olympic Rink & Profession Rink In 2004, Providence Academy and Wayzata Youth Hockey Association requested the addition of a third sheet of ice at PIC. Both groups financially contributed to the project. Expanded in 2004 — 5,375,000 Financial support provided by— o $1,600,000 — Park Dedication Fund o $1,800,000 - Park Replacement (loan- Pay off in 2019) o $725,000 - Wayzata Youth Hockey Association o $1,250,000 - Providence Academy 35,000 square feet Third sheet of ice added - Professional Rink Providence Academy - paid $500,000 towards the project at the time of the bid award and an additional $500,000 within 180 days. The last $250,000 was paid to the City at the completion of the project. Providence also agreed to purchase a minimum of 225 hours of ice time from October 1St to March 31St for the next 15 years. The ice rental minimum was necessary to underwrite construction costs. Wayzata Youth Hockey Association (WYHA) - paid $175,000 at the time of bid award and an additional $550,000 on December 31St, 2007. As part of the agreement, the City will attempt to provide WYHA an additional 22-38 hours of ice time each week between October 15 and March 15 on the third sheet of ice. The agreement also stipulates that the City Council remains in control of all scheduling of the facility. Today 14.3 million investment 120,000 square feet 1) Olympic Rink & (2) Professional Rinks PIC AMENITIES 1) Olympic Rink: (200X100) 0 Sand floor Refrigerant — R22 Seating for 1,000 1) Professional Rink: (200X85) 0 Concrete floor Refrigerant - R22 Seating for 200 1) Professional Rink: (200X85) Concrete floor Refrigerant -Ammonia Seating for 500 16) Locker rooms All (3) High School teams have private 210,076 2011 locker rooms 2) Meeting rooms 0 Blue Line - seats 39 1,212,657 Center Ice Room — seats 125 8) Restrooms 0 Upper — men's & women's Lower Level — men's & women's 3) Zamboni 0 Electric Parking 0 900 vehicles Shared with LifeTime Fitness Other amenities Concessions and vending areas Figure skating room 2) Hockey officials rooms Ice Skate rental Skate sharpening room BUDGET The Plymouth Ice Center operates as an Enterprise Fund and does not receive a General Fund subsidy to sustain operations. Revenue is generated at the facility through user fees (hourly ice rental), concession sales, and advertising. PIC also receives generous donations and support from user groups for facility improvements and enhancements. A significant portion of operating expenses in this fund is depreciation on capital assets that are already funded. The fund revenue is developed to cover general operating expenses and repairs. The table below provides an overview of the operating budget without depreciation. EXPENSES (ACTUAL) REVENUE (ACTUAL) NET 2010 1,199,285 1,409,361 210,076 2011 1,265,650 1,478,491 212,841 2012* 1,212,657 1,573,854 299,197 unaudited estimate Comparing other ice facilities, most arenas operate as enterprise funds that require financial support from the general fund to sustain general operations. As shown above, PIC is able to operate without an operating subsidy. OPERATING FUND COMPARISON FACILITY AMENITIES FUND TYPE PROJECT FUNDING Burnsville 2) Ice sheets Enterprise Fund w/ annual subsidy General Fund, Bonds, Woodbury 481 200,000-$300,000) Internal Funds Eden Prairie Wayzata High School 255 429 Brooklyn Park 2) Ice sheets Special Revenue Fund w/ subsidy Providence Academy 0 269 200,000-$300,000) 2,357 Edina, 3) Ice sheets Enterprise Fund w/ annual subsidy General Fund, Donations, Bloomington 200,000-$300,000) Bonds, Internal Funds New Hope 2) Ice sheets General Fund General Fund, Bonds, Grants 200,000-$300,000) PIC USAGE (HOURS) The facilities largest user group is Wayzata Youth Hockey Association who schedule over 2800 hours per year. Because of the facility size and layout, PIC is able to attract many regional and state user groups. MAJOR USER GROUPS 1998 Hours I 2011 Hours Wayzata Youth Hockey Association 1,945 2,815 Public Open Skating 390 481 Minnesota Showcase Leagues and Tournaments 280 535 Wayzata High School 255 429 Minnesota All-Star Hockey Leagues 158 214 Providence Academy 0 269 All others 2,357 2,104 TOTAL HOURS 5,385 6,847 PIC ICE RATES (PER HOUR) WINTER RATE SUMMER RATE 2012* 190 175 2009* 180 165 2008* 170 155 2005* 145 120 2002 140 110 1998 130 110 S surcharge is included in the fee to help cover the cost ofthe 3rd sheet of ice. Wayzata School District does not pay the surcharge because they are not scheduled on the 3rd sheet of ice. ICE RATE COMPARISON (PER HOUR) WINTER RATE SUMMER RATE Burnsville 210 175 Woodbury 205 145 Brooklyn Park 200 165 Edina 200 200 New Hope 197 170 Bloomington 190 190 Eden Prairie 190 175 Plymouth 190 175 FUTURE FACILITY IMPROVEMENTS As PIC ages we will be faced with some decisions in regard to financing improvements to the facility. The PIC fund has a cash balance that should sustain the day-to-day operations of the facility (i.e. carpet replacement and minor equipment). Replacement and/or repair of the larger capital items will deplete the fund. The more significant capital replacement amenities are listed below. AMENITY COMMENTS YEAR EST. COST Refrigerant Conversion State mandated conversion from R22 2015 800,000 Roof Replacement The roof is getting old and the rubber membrane is starting to leak 2016 (Rink A) 2018 (Rink B) 700,000 550,000 Olympic Rink Conversion Change Olympic to professional size and remove sand floor 2015 650,000 Total 2,700,000 Also for consideration is the addition of a 7,200 square foot Training Facility at PIC. Please see the separate report that provides more information regarding the project. In order for PIC to remain an attractive and viable operation both internally and externally the facility must stay current with trends to compete with other ice facilities. ICE CENTER TRENDS Dry Land Training Area An important amenity to improve the conditioning, training and safety of athletes. Currently Blaine; Braemar; New Hope; Eagan have facilities. Eden Prairie; Bloomington; Burnsville are considering facilities. All Electric Facility To ensure safe indoor air quality and to meet new Health Department mandates, sport facilities are transitioning to all electric equipment. (i.e. Zamboni machines and ice edger's). Refrigerant R22 Freon conversion to ammonia. EPA has enacted a 40% cut-back in production of R22 for 2012, with total reproduction to cease in 2020. Olympic Rink Conversion Savings of 15% electrical energy use. Youth and girls would prefer a smaller to Professional sheet of ice, making the professional size more attractive for rentals. The speed skating group prefers the Olympic sheet. Retail Space Possible future retail space, specifically for Sports store outlets. Magnify Locker rooms Trend to upgrade high school locker rooms. Most venues do not have space to enlarge, but are remodeling instead. Concrete Floor Concrete allows for 1 to 2 inches less ice thickness, which equates to 25% in energy savings. Also saves on maintenance and adds the possibility for dry floor use. FUND ANALYSIS In 2012 PIC completed a Capital Improvement Plan (CIP) that provides a 10-12 year schedule of capital replacement needs. Currently, the Plymouth Ice Center Fund does not have a sufficient cash balance to sustain the necessary replacement needs included in the CIP. In order to complete the major facility improvements, there will need to be some type of city investment. This could be in the form of a one-time capital contribution or annual payments to cover debt issued to complete the improvements. We are also continuing our efforts to look at grants, low or zero interest loans, or state bonds to reduce the costs of financing. Because most of the improvements are energy related and will result in annual energy cost savings, we may have more options to consider. There are many potential options to fund the major facility improvements. In order to review the financial feasibility, we have developed three scenarios for the Council to discuss. CASH FLOW SCENARIOS: All scenarios include the assumption that the 2005 internal loan for the third sheet of ice is refunded from an interest rate of 5.25% to 1.5%, reducing current payments by $20,280 per year. This item has been placed on the Consent Agenda for approval on February 12, 2013. Scenario A: Current cash flow projections Assumptions: 5.5% hourly rate increase every 3 years Results Cash balance goes negative beginning in 2015 with an accumulated negative cash balance in 2025 of $3.6M. Not feasible. renario B: Cash flow with Rate Increase Assumptions: 6.0% hourly rate increase beginning in 2014 and continuing every year through 2025 Requires temporary cash flow for capital purchases beginning in 2015 of $2.5M for a 15 year repayment term. This action avoids negative cash balances from 2015 through 2022. Rate increase will not be accepted in market to remain competitive Results Cash balance remains positive with low reserves until 2022. Not feasible due to market sensitivity with hourly rates and commitments with partners/customers. Scenario C: Cash flow with Internal Loan and subsidy payments from Levy Assumptions: 5.5% hourly rate increase every 3 years Internal loan of $2.5 million in 2015 — repayment term of 15 years Internal loan of $1.0 million in 2018 — repayment term of 15 years Internal loan of $500,000 in 2022 — repayment term of 10 years Interest rate of internal loans 1.5% Levy Subsidy — varies 2015 — 2032 averaging $262,000/year The source for the internal loans could be the Community Improvement Fund or other city funds. Results Cash balance remains positive with year-end reserves remaining consistent averaging $600,000. 4 c0 3 2 Plymouth Ice Center cityatrp) Cash Flow Scenarios Plymouth 2011 to 2025 AAWIng QW111ue.Oft 2011 2012 2013 2014 2015 2016 2017 2018 2019 2420 2021 2022 2023 2024 2025 Existing — Rate Increases B Internal Loan/Subsidy C There are many variations of these scenarios that staff could explore after obtaining feedback from the Council. Internal Loan Refunding Summary Net Income/Cash Balance Graph Ice Center Capital Improvement Plan PLYMOUTH ICE CENTER EXPANSION DRY LAND TRAINING AREA Revenue Assumptions Loan Assumptions Leaseable s.f. 7,220 Rate Lease Rate 9.00 Term Inflator 3% Amount Dated Date 75,000 First Payment WYHA Contributions ribCity ©f Plymouth Adding QuoUty to Life 1.50% 10 900,000 Includes $100,000 upfront WYHA contribution 1/1/14 Assumes no accrued/capitalized interest 12/31/14 Project cost estimate is $1,000,000. 2013 100,000 2014 75,000 2015 75,000 2016 75,000 2017 75,000 Total 400,000 Beginning Interest Principal Ending Year Revenue Balance Payment Payment Payment Balance 2014 139,980.00 900,000 13,500.00 126,480.00 139,980.00 773,520 2015 141,929.40 773,520 11,602.80 130,326.60 141,929.40 643,193 2016 143,937.28 643,193 9,647.90 134,289.38 143,937.28 508,904 2017 146,005.40 508,904 7,633.56 138,371.84 146,005.40 370,532 2018 73,135.56 370,532 5,557.98 67,577.58 73,135.56 302,955 2019 75,329.63 302,955 4,544.32 70,785.31 75,329.63 232,169 2020 77,589.52 232,169 3,482.54 74,106.98 77,589.52 158,062 2021 79,917.20 158,062 2,370.93 77,546.27 79,917.20 80,516 2022 82,314.72 80,516 1,207.74 81,106.98 82,314.72 591) 2023 84,784.16 591) 8.86) 84,793.03 84,784.16 85,384) Project cost estimate is $1,000,000. Sandy Engdahl From: Laurie Ahrens Sent: Tuesday, April 30, 2013 5:43 PM To: Sandy Engdahl; Diane Evans Subject: FW: Support Park / Ballfield at Begin Property From: Daryl Larson[mailto:larson.daryllmn@gmail.com] Sent: Tuesday, April 30, 2013 5:43 PM To: Council Members Subject: Support Park / Ballfield at Begin Property I support a park / ballfield put into this area as this is one ofthe reasons why we moved to Plymouth to enjoy the beautiful parks and outdoor spaces. It seems to me the housing developments have plenty of opportunities in the area and what is needed more is a park. So I am in favor and thank you for your time and service! Daryl Larson 5945 Terraceview LN N Plymouth, MN. 55446 Sandy Engdahl Subject: FW: Discussion on the land to the North of Spring Meadows From: Nidhi Methi [mailto:nidhi methi ahoo.com] Sent: Tuesday, April 30, 2013 5:27 PM To: Council Members Subject: Discussion on the land to the North of Spring Meadows Hi, I strongly support of the land being preserved as a park/ballfield and here are some of the reasons why I think it should be preserved as a public property for parks/ballfield: There has not been an adequate investment in park/ballfield space in pace with the explosion in new home construction in this area of Plymouth. We do not support the addition of another large concentration of new homes to this area when roads and other infrastructure have not kept pace. We can not go back to preserve open space/land once it's been bought for housing - the time is now to set aside this property for public enjoyment. There is no park/ballfield in this area of Plymouth, which has a concentrated number of new families that would use and enjoy it. I support the use ofmy city tax dollars to be spent on this property. Hope you all consider my and other neighbors request. Regards Nidhi Active Plymouth Resident i Sandy Engdahl Subject: FW: Playfield #10 Discussion Tonight From: Dave Nuthals [mailto:davenuthals hotmail.com] Sent: Tuesday, April 30, 2013 4:29 PM To: Council Members; Judy Johnson; Kelli Slavik; Jeffry Wosje; Bob Stein; Ginny Black; Tim Bildsoe; Jim Willis Subject: Playfield #10 Discussion Tonight Plymouth City Council Members — I wanted to voice my support for the evaluation and hopeful purchase of the Begin property on Vicksburg Lane North for the future location of Playfield #10 as planned in the City's comprehensive plan. I am also supportive of a reasonable amount of additional bonds that may need to be issued by the City to acquire and develop this property. Two and a half years ago I purchased a lot and built a home in the Spring Meadows neighborhood in the rapidly developing northwest portion ofthe City. One of the key reasons I chose to build in Plymouth and not a neighboring city was Plymouth's national recognition as one of the top places to live and the associated City amenities like the park system that contribute to this standing. The Spring Meadows neighborhood was particularly attractive as it was located next to the planned Playfield #10. My family and I have lived in Spring Meadows for two years now and still hope these playfields can become a reality. Currently there are not any playfields located very near our neighborhood and it looks like we are still over a year away from having a City park within walkingibiking distance for younger children. Unfortunately all of our Plymouth City park experiences require a car ride to experience. I am very supportive of the planned Playfield #10 in northwest Plymouth and will attend the council meeting tonight. If you require any further input from me or my neighbors on this, please let me know how I can help. Best, Dave Nuthals daventithals@hotmail.com 16055 54" Ave N 651.295.7286 Sandy Engdahl Subject: FW: Begin Property - please preserve for public enjoyment! Importance: High From: Laurie Ahrens Sent: Tuesday, April 30, 2013 5:29 PM To: Sandy Engdahl Subject: FW: Begin Property - please preserve for public enjoyment! Importance: High From: Hlusak, Sarah P Finailto:Sarah.Hiusak allina.co] Sent: Tuesday, April 30, 2013 5:17 PM To: Council Members Subject: Begin Property - please preserve for public enjoyment! Importance: High am asking the board to support the investment in the Begin property — please vote yes to create a public ilark on property ft; Fenjoy! Here are our reasons why: would use r enjoy Allis n . alt i €*; This message contains information that is confidential and may be privileged. Unless you are the addressee (or authorized to receive for the addressee), you may not use, copy or disclose to anyone the message or any information contained in the message. If you have received the message in error, please advise the sender by reply e-mail and delete the message. Sandy Engdahl Subject: FW: Bidding on the land to the North of Spring Meadows 1st Addition (also known as the Begin property) From: Matt Beliveau [mailto:Matt.Beliveau a@genmills.com] Sent: Tuesday, April 30, 2013 5:23 PM To: Council Members Subject: Bidding on the land to the North of Spring Meadows 1st Addition (also known as the Begin property) would like to voice my support for this piece of land to be preserved as a park/ball field for the following reasons: There has not been an adequate investment in park/ball field space in pace with the explosion in new home construction in this area of Plymouth. I do not support the addition of another large concentration of new homes to this area when roads and other infrastructure have not kept pace. We cannot go back to preserve open space/land once it's been bought for housing - the time is now to set aside this property for public enjoyment. There is no park/ball field in this area of Plymouth, which has a concentrated number of new families that would use and enjoy it. I support the use of my city tax dollars to be spent on this property Regards, Matt Beliveau Plymouth Resident (Legacy Park) VA -C MEMO To: Mayor and City Council From: Laurie Ahrens Date: December 27, 2010 Subject: Open Space Bonds — Authority to Issue You will recall that during the last sale of Open Space Bonds, a concern was raised regarding the lapse of time between the election authority granted in 2006 and the Council's issuance of future bonds at a date beyond 2011. We asked the City's bond counsel for a clarification of the concerns, as well as a recommendation on how to proceed. A memo from Verlane Endorf of Dorsey & Whitney is attached. The memo was accompanied with an apology. They had completed the report in October but failed to mail it until late December. In short, as long as the City is actively pursuing the purchase of property for this purpose, the authority to issue bonds will not lapse. We continue to document our acquisition efforts. The Council has discussed the status of the Greenway acquisition each year with its Goals, and we will continue to include periodic updates about the status of the greenway acquisition and development in the Plymouth News. DORSEY & WHITNEY LLP MRSEY MEMORANDUM ATTORNEY/CLIENT PRIVILEGED TO: Laurie Ahrens, Plymouth City Manager CC: Verlane L. Endorf FROM: Jennifer Hassemer DATE: October 14, 2010 RE: Expiration of Election Authority to Issue Bonds You asked us for guidance on when the authority conferred by an election to issue bonds expires. This memo discusses the conditions under which the election authority expires, as established by national case law. The City of Plymouth (the "City") held an election on November 7, 2006, pursuant to which the City is authorized to issue up to $9,000,000 in general obligation bonds for the purpose of acquiring property for parks and open space. To date, the City has issued bonds totaling $5,705,000 in two separate series, the first of which was issued in 2007 and the second of which was issued in 2010. We understand that the City has not yet spent all of the 2007 bond proceeds, although it is actively seeking to acquire properties for parks and open space. The City wonders whether the authority conferred by the 2006 election to issue these general obligation bonds has expired due to lapse of time. In our opinion the City's authority to issue these general obligation bonds has not expired because of lapse of time or failure to expend bond proceeds. As you will see from the cases cited below, the court decisions in this area are highly fact -driven. The primary theme is whether the issuer of the bonds has explicitly or implicitly abandoned the project for which the bonds are to be used and whether there are circumstances beyond the bond issuer's control that have contributed to the delay in the issuance of the bonds. We believe that, so long as the City is actively pursuing the purchase of the property for the expressed purpose, the authority to issue bonds will not lapse. We think it is imperative that the City document its efforts to acquire property for this purpose and retain such documentation. It might also be a good idea for the City Council periodically (perhaps annually) to review the progress of the acquisition program and express its intent to continue. As far as the unexpended proceeds of the Series 2007 Bonds are concerned, so long as the City is actively seeking property to be purchased with those proceeds, they can be retained for that purpose. Keep in mind that under the federal regulations, since the three-year temporary period for unlimited investement of the proceeds of those Bonds has expired, the proceeds of the Series 2007 Bonds can't be invested at a yield higher than the yield on the Series 2007 Bonds. 2 DORSEY & WHITNEY LLP C]C]RSEY Authority Conferred by an Election Doesn't Expire Due to Mere Lapse of Time The authority to issue bonds conferred upon a city by an election will not expire due to lapse of time unless the facts and circumstances of the situation indicate that the delay was unreasonable, the city has experienced changed conditions, and the project to be financed has changed. Quaid v. City of Detroit, 29 N.W.2d 687, 689 (Mich., 1947); see also Bremerton Municipal League v. City of Bremerton, 124 P.2d 798 (Wash., 1942). Courts have accepted as reasonable" delays of up to nineteen years. A delay was reasonable where a city had reached its debt limit in the intervening years, had experienced tax delinquencies preventing it from meeting its other obligations during that time, and where the project was the same as originally proposed 19 years earlier. Quaid, 29 N.W.2d at 688. Conversely, the delay in Bremerton was unreasonable when the city failed to act for 12 years on the authority to acquire a power plant conferred by an election, and a proportionately greater number of users of electricity existed due to expanded corporate limits of the city and to increases in population and industry in the city, whereby it was impossible to acquire the power plant under the provisions of the ordinance as originally passed. 124 P.2d at 800, 802. However, the normal growth of a community after an election and before issuance of any bonds, by itself, will not constitute changed conditions invalidating any election authority unless the delay in exercising that authority was unreasonable. Missouri Electric Power Co. v. Smith, 155 S.W.2d 113, 121 (Mo., 1941). The City held its election on whether to issue general obligation bonds for the purpose of acquiring property for parks and open space in 2006. The four years since that election fall within a reasonable time period as established by the courts. As long as conditions in the City have not fundamentally changed, and if the project remains similar in size and scope as originally planned, and continues to remain unchanged, then the authority conferred by the election has not expired. Governing Body Retains Discretion to Issue Bonds Within a Reasonable Time The governing body of the municipality retains discretion to decide when to issue bonds authorized by an election and when to make improvements thereby, Quaid, 29 N.W.2d at 689, as long as the election did not require the bonds to be issued by a certain time, Verde River Irrigation & Power District v. Hitchcock, 296 P. 804, 809 (Ariz., 1931). A municipality does not need to issue the authorized bonds at one time, but may issue the bonds at different times and in different installments so long as its decision is reasonable and is not arbitrary or fraudulent. City of Houston v. McCraw, 113 S.W.2d 1215, 1220 (Tex., 1938). In McCraw, the electorate authorized up to $1,000,000 in bonds in 1927 and the city issued $100,000 of this amount in 1928. The city did not act to issue the remaining $900,000 until 1938, but the court upheld this delay as reasonable due to the city's efforts to secure a federal grant during this time and general financial distress affecting the country. Id. However, a 25 -year delay in issuing a second installment of road construction bonds was unreasonable when the state's highway construction plan had wholly changed due to the introduction of state and federal aid. Sparks v. Sparks, 189 S.W.2d 354, 356-57 (Ky., 1945). The City's decision to issue up to $9,000,000 in general obligation bonds through multiple installments over a period of years is a valid exercise of its authority. If the conditions of the financing have not wholly changed, the City's actions are reasonable. 3 DORSEY & WHITNEY LLP Item 8 (d) OPEN SPACE BONDS Property purchase Date Description of Activity Referendum Bond Activity amount November 2006 approved bond referendum 9,000,000 November 2007 Purchase - 5605 Lawndale NW Plymouth (70.8 acres) 2,610,000 October 2007 issued bond 2,715,000 January 2009 Purchase - Claseman property (1.15 acres) 75,000 July 2009 Purchase - Hampton property (6 acres) 410,000 November 2009 Purchase - Scherber Companies - Dunkirk Lane (9.8 acres) 1,390,000 December 2009 Purchase - Elm Creek Highlands (40 acres) 317,853 August 2010 issued bond 2,990,000 October 2010 Purchase - Gross property (10 acres) 1,040,000 April 2011 Purchase - GW Land Development (3.2 acres) 250,000 March 2012 Purchase - Hampton Hills on Pomerleau Lake 200,000 9,000,000 $5,705,000 6,292,853 Remaining referendum capacity 3,295,000 balance of purchases to be reimbursed by bond issuance 587,853) Item 11 BUDGET PROCESS Budget Calendar 2014-2015 Biennial Budget Preparation & 5 -yr Capital Improvement Plan Date Categor I Description April 30, 2013 Budget Council preliminary budget discussion (Budget meeting #1) June 3-7, 2013 Budget Departments receive budget instruction June — July 2013 Budget Departments prepare budgets July 8, 2013 Budget Budgets submitted to Finance August 6, 2013 Budget Council Study Session (Budget meeting #2) August 20, 2013 CIP Council Study Session (CIP meeting #1) August 27, 2013 Budget Council Study Session (Budget meeting #3) If needed September 10, 2013 Budget Council adopts preliminary levies & budget (Budget meeting #4) November 5, 2013 Budget Council Study Session (Budget meeting #5) November 20, 2013 CIP Planning Commission public hearing December 10, 2013 Budget/CIP Budget Public Hearing, CIP, Budget & Levy Adoption December 27, 2013 Budget Levy is certified with Hennepin County February — June 2014 Budget Staff reviews and evaluates programs/activities August — September 2014 Budget Budget team reviews departmental budgets September 9, 2014 Budget Council adopts preliminary property tax levies & budget November 2014 CIP Planning Commission review December 9, 2014 Budget/CIP Budget Public Hearing, CIP, Budget & Levy Adoption December 26, 2014 Budget Levy is certified with Hennepin County 1 City of Plymouth Adding Quality to life REGULAR COUNCIL MEETING April 30, 2013 Agenda 2BNumber: To: Mayor and City Council Prepared by: Laurie Ahrens, City Manager Item: Set Future Study Sessions 1. ACTION REQUESTED: Review the list of pending study sessions and set meetings as desired. Calendars are attached to assist with scheduling. Pending Study Session Topics at least 3 Council members have approved the following study items on the list) Domestic Partner Registration (after conclusion of 2013 legislative session) Discuss Human Rights Committee CPR Training Other requests for study session topics: Update with City Manager - fall Discuss watershed plan updates (GB) Page 1 r Plymouth Adding Quality to Life April 2013 Modified on 04116113 CHANGES ARE NU I LD IN RED Page 2 1 2 3 7:00 PM 4 5 6 PLANNING COMMISSION MEETING Council Chambers 7 8 9 6:00 PM 10 7:00 PM 11 12 5:00-9:00 PM 13 BOARD OF ENVIRONMENTAL 5:00-9:00 PM PRIMAVERA Plymouth Fine 10:00 AM -4:00 P. EQUALIZATION Council Chambers QUALITY PRIMAVERA Arts Council Show PRIMAVERA Plymouth Fine ArtCOMMITTEEPlymouthFinePlymouthCreekCouncilShow Immediately(EQC MEETING Arts Council Center Plymouth Creek Cent( Following BOE Council Chambers Show 6:00-8:00 PMREGULARCOUNCILPlymouthCreekYARDEtGARDEN 9:00 AM -1:00 PM MEETING CenterEXPO YARD Et GARDEN Council Chambers Plymouth Creek EXPO Center Fieldhouse Pl mouth Creek Cent( y 14 15 16 17 7:00 PM 18 19 206:00 PM 1:00-4:00 PM 10:00 AM -4:00 PM SPECIAL COUNCIL PLANNING PRIMAVERA 7:00 PM 8:30 PM MEETING COMMISSION Plymouth FineY PRIMAVERA Discuss DEA Assignment55EtandDiscussHwy558 MEETING Arts Council Plymouth Fine Hwy 101 Improvements Council Chambers Show Arts Council Medicine Lake Room Plymouth Creek Show Center Plymouth Creek Center 21 22 23 24 25 26 276:00 PM Cancelled 7:00 PM BOARD OF PLYMOUTH HRA MEETINGEQUALIZATIONADVISORYMedicineLakeRoomRECONVENED If necessary) COMMITTEE ON Council Chambers TRANSIT (PACT) STUDY SESSION Immediately Medicine Lake Room Following BOE REGULAR COUNCIL MEETING Council Chambers 28 29 30 6:00 PM SPECIAL COUNCIL MEETING Discuss Preliminary Budget Medicine Lake Room Modified on 04116113 CHANGES ARE NU I LD IN RED Page 2 r Plymouth Adding Quality to Life May 2013 Modified on 04125113 1 7:00 PM 2 3 4 PLANNING COMMISSION 7:30 AM -2:00 PM MEETING SPECIAL Council Chambers DROP OFF DAY Public Works Maintenance Facility 5 6 7 8 7:00 PM 9 7:00 PM 10 11 8:00 AM -1:00 PM ENVIRONMENTAL PARK Et REC Plymouth QUALITY ADVISORY Fire Department COMMITTEE COMMISSION Annual Waffle EQC) MEETING PRAC) MEETING Breakfast Council Chambers Council Chambers Fire Station 3 12 13 14 15 16 17 185:30 PM 7:00 PM SPECIAL COUNCIL PLANNING MEETING COMMISSION Discuss City Manager MEETING Hiring Process Council Chambers 7:00 PM REGULAR COUNCIL MEETING Council Chambers 19 20 21 22 7:00 PM 2 3 5:00-8:00 PM 24 25 PLYMOUTH ENVIRONMENTAL ADVISORY QUALITY FAIR COMMITTEE ON Zachary Lane TRANSIT (PACT) Elementary School REGULAR MEETING Medicine Lake Room 7:00 PM HRA MEETING Medicine Lake Room 26 27 28 5:30 PM 29 30 31 SPECIAL COUNCIL Memorial Day MEETING Discuss Transit Items Medicine Lake Room CITY OFFICES 7:00 PM CLOSED REGULAR COUNCIL MEETING Council Chambers Modified on 04125113 City of Plymouth Adding Quality to Life June 2013 Modified on 041011113 Page 4 1 2 3 4 5 6 7 87:00 PM PLANNING COMMISSION MEETING Council Chambers 9 10 11 12 13 14 157:00 PM 7:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL PARK & REC MEETING QUALITY ADVISORY Council Chambers COMMITTEE COMMISSION EQC) MEETING PRAC) MEETING Council Chambers Plymouth Creek Center 16 17 18 19 20 21 227:00 PM PLANNING COMMISSION MEETING Council Chambers 23 2 4 2 5 7:00 PM 2 6 27 28 297:00 PM 7:00 PM 8:00 AM REGULAR COUNCIL PLYMOUTH HRA MEETING MUSIC IN MEETING ADVISORY Medicine Lake Room PLYMOUTH 30 Council Chambers COMMITTEE ON 5K FUN RUN TRANSIT (PACT) Hilde Performance STUDY SESSION Center Medicine Lake Room i Modified on 041011113 Page 4 r Plymouth Adding Quality to Life July 2013 Modified on 10/31/12 Page 5 1 2 3 4 5 65:00 PM MUSIC IN PLYMOUTH INDEPENDENCE Hilde Performance DAY Center CITY OFFICES CLOSED 7 8 9 7:00 PM 10 7:00 PM 11 12 13 REGULAR ENVIRONMENTAL COUNCIL MEETING QUALITY COMMITTEE Council Chambers EQC) MEETING Council Chambers 14 15 16 17 7:00 PM 18 19 20 PLANNING COMMISSION MEETING Council Chambers 21 22 23 7:00 PM 24 7:00 PM 25 7:00 PM 26 27 REGULAR PLYMOUTH HRA MEETING COUNCIL MEETING ADVISORY Medicine Lake Room Council Chambers COMMITTEE ON TRANSIT (PACT) STUDY SESSION Medicine Lake Room 28 29 30 31 Modified on 10/31/12 Page 5 r Plymouth Adding Quality to Life August 2013 Modified on 10131112 Page 6 1 2 3 4 5 62:30-5:00 PM 7 7:00 PM 8 9 10 NIGHT TO UNITE PLANNING KICKOFF COMMISSION Plymouth Creek Center MEETING Council Chambers 6:30-9:30 PM NIGHT TO UNITE 11 12 13 14 15 16 177:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL MEETING QUALITY Council Chambers COMMITTEE EQC) MEETING Council Chambers 18 19 20 21 22 23 247:00 PM 7:00 PM PLANNING HRA MEETING COMMISSION Medicine Lake Room MEETING Council Chambers 25 26 27 28 29 30 317:00 PM 7:00 PM REGULAR COUNCIL PLYMOUTH MEETING ADVISORY Council Chambers COMMITTEE ON TRANSIT (PACT) REGULAR MEETIN Medicine Lake Room Modified on 10131112 Page 6 r% City of Plymouth Adding Quality to Life September 2013 1 2 3 4 5 6 7 LABOR DAY CITY OFFICES CLOSED Rosh Hashanah Begins at Sunset 8 9 10 11 12 13 147:00 PM 7:00 PM 7:00 PM REGULAR COUNCIL ENVIRONMENTAL PARK Et REC MEETING QUALITY ADVISORY Council Chambers COMMITTEE (EQC) COMMISSIONMEETING Medicine Lake Room PRAC) MEETING Council Chambers Yom Kippur Begins at Sunset 15 16 17 18 19 20 217:00 PM PLANNING COMMISSION MEETING Council Chambers 22 23 24 25 26 27 287:00 PM 7:00 PM 7:00 PM 9:00 AM REGULAR COUNCIL PLYMOUTH HRA MEETING PLYMOUTH MEETING ADVISORY Medicine Lake Room FIREFIGHTERS 5K Council Chambers COMMITTEE ON Fire Station #2 TRANSIT (PACT) 11:30 AM STUDY SESSION PLYMOUTH ON Medicine Lake Room PARADE CELEBRATION City Center Area 29 30 Modified on 10131112 Page 7