HomeMy WebLinkAboutCCP 09-25-2006
~
~HILLS
Arden Hills City Council
Mayor:
Beverly Aplikowski
Councilmembers:
David Grant
Brenda Holden
Gregg Larson
Vincent Pellegrin
1245 W. Highway 96
Arden Hills, Minnesota
55112
651.634.5120
www.ci.arden-hills.mn.us
REGULAR MEETING
Monday
Se tember 25, 2006
City Vision
A strong community that values our unique environment. our fiscal soundness,
and our tradition as a desirable city in which to live, work, and lay.
-City Council Work Session
TCAAP Framework Vision Discussion-6:00 PM
-Regular City Council Meeting
City Council Meeting Convenes 7:00 PM
Call to Order
PLEDGE OF ALLEGIANCE
1. APPROVAL OF AGENDA
2. APPROVAL OF MINUTES
3. CONSENT CALENDAR
A. Claims and Payroll
B. Motion to Approve Payment #3 to Arnt
Construction in the amount of
$172,153.78 for the 2006 Ridgewood
Neighborhood PMP Project
4. PULLED CONSENT ITEMS
S. PUBLIC INQIDRIES/INFORMATIONAL
Mounds View School District Board Member
Noreen Thompson-
Neighbors United for Mounds View School
District Schools-
6. PUBLIC HEARINGS
Those items listed under the Consent Calendar are considered to be routine by
the City Council and will be enacted by one motion under a Consent Calendar
fannat. There will be no separate discussion of these items, unless a Council
Member so requests, in which event, the item will be removed from the
general order of business and considered separately in its normal sequence on
the agenda.
Those items that are pulled from the Consent Calendar will be removed from
the general order of business and considered separately in its normal sequence
on the agenda.
Public InquiriesJInformational is an opportunity for citizens to bring to the
Council's attention any items not currently on the agenda. ]n addressing the
Council, please state your name and address for the record, and a brief
summary of the specific item being addressed to the Council. To allow
adequate time for each person wishing to address the Council, we ask that
individuals limit their comments to three (3) minutes. Written documents
may be distributed to the Council prior to the meeting, or as bench copies, to
allow a more timely presentation.
Arden Hills City Council Agenda
September 25, 2006
Page 2
7. NEW BUSINESS
A. Motion to Approve Ordinance No. 379 Amending Chapter 4
"Animals and Pets" of the Arden Hills City Code
B. Internet Protocol (W) Phone System Discussion
Schawn Johnson/Jeny Filla
C. Motion to Approve Change Order # I to Amt Construction in
the amount of $43,254.24 for the 2005 Red Fox/Grey Fox PMP
Proj ect
D. Motion to Approve Final Payment (Payment #7) to Amt
Construction in the AmOlmt of$132,10835 for the 2005 Red
Fox/Grey Fox PMP Project
8. UNFINISHED BUSINESS
Schawn Johnson/Michelle Wolfe/Terre Heiser-
Roseville IT Department
Greg Brown - URS Engineering
Greg Bown-URS Engineering
A. Motion to Approve the BlueCross/BlueShield Active
Community Living Grant Contract TCAAP Update
B. TCAAP Update
9. COUNCIL COMMENTS AND REQUESTS
ADJOURN
Karen Barton
Karen Barton
Closed Session- Immediately Following the Regnlar City Conncil Meeting:
. City Administrator Performance Review
.
.
.
Message
Page 1 of I
Jackie Freppert
Jackie F reppert
Thursday, September 21,20062:16 PM
timesaver02@aol.com; bob. fletcher@co.ramsey.mn.us; bulletin@lillienews.com;
cwilson@ctv15.org; dorrick@pioneerpress.com; dprobst@mspmac.org; focus@mnsun.com;
kmaltman@msn.com; mlsmith@startribune.com; smoran@startribune.com;
sschroeder@smithmicrotech.com
Subject: 9/25/06 City Council Mtg. Agenda
From:
Sent:
To:
Jackie A. Freppert
Office Support Specialist
Phone 651.634.5130
Fax 651.634.5137
jackie. fre PPert@ci..llrcienchills.Inn.us
WW'It,ci .ardene_hills. mn. us
9/21/2006
.
.
.
~
~
EN HILLS
ORIGINAL
MEMORANDUM
DATE:
September 21,2006
Agenda Item: Work Session Discussion
TO:
Mayor and City Council
MichclIe Wolfe, City Administrator , ri.()-Y-
Karen Barton, Community Development Dirccto~' U
FROM:
SUBJECT:
Framework Vision Discussion
Attached is a frcsh copy of the TCAAP Framework Vision for discussion at the Council Work
Session. Staff would like to take this opportunity to get a better understanding from Council as
to their likes, dislikes, comments, and concerns regarding the Framework Vision prior to moving
forward with any revisions.
Also attached is a copy of a booklet titled "Turning Bases Into Great Places: New Life for
Closed Military Facilities" for your reference. It provides information on a number of military
facility redevelopments, what was done right and wrong, as well as a great deal of additional
resource information.
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Front Cover~
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Pages 34-37:
Page 38:
Photo Credits
Photo collage of Baldwin Park. Top photo, u.s. EPA; middle and bottom photos, Courtesy of Baldwin
Park Development Company.
Lowry Redevelopment Authority
Rendering by Tom laging
@ Brenda Tharp
Village of Glenview, Illinois and Samuels Architectural Photography
Warren Patterson Photography
Dave Harrison
Courtesy of Baldwin Park Development Company
top~ @ Brenda Tharp
Fitzsimons Redevelopment Authority
top right: Warren Patterson Photography
bottom left~ Marcus Walsh, New Hampshire Fish and Game Department
top right: Fort Benjamin Harrison Reuse Authority
bottom left: US EPA
Cameron Station Homeowners Association
fop left Village of Glenview, Illinois and Samuels Architectural Photography
middle right: Tricia Bruno
From the Village Center Plan, used with permission
CQu:tesy of Ba!o\^Jin Park Development Compar.y
U.S_ EPA
Village of Glenview, Illinois and Samuels Architectural Photography
From the Village Center Plan, used with permission
Fort Benjamin Harrison Reuse Authority
Fort Benjamin Harrison Reuse Authority
From the Village Center Plan, used with permission
Debbie Cirillo
Debi Harbin
Doug Scaletta
Judy Hodge
San Diego Historical Society
US EPA
The Corky McMillin Companies
US EPA
Lowry Redevelopment Authority
Baldwin Park. Doug Scaletta
.
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43
Endnotes
.
xxi City of San Diego. "'Overview: History of the Naval Training CenteL" Available at wwwsandiego.90v/ntC/over-
view/history.shtml.
JO<ii Liberty Station Web site. Available at W\NW.hbertystation.com/about/faq_lJtml.
"",iij Press release. "McMillin Gets Green Light to Build NTC Park." liberty Stntion. May 26, 2005. Available at I/VW\tV.:
Iibertystationcom/about/press-refeases/pl_ 5-26-2005.html.
>ouv San Diego requires redevelopment areas to reserve 15 percent of homes for people of low and moderate in-
comes, or else provide twice that amount of affordable housing elsewhere. liberty Station contains no afford-
ably priced homes, so the redevelopment agency must set aside tax revenue to provide housing elsewhere in
the city to people of low and moderate incomes (lIVVVW.sandiego.gov/ntc/housing/affordab/c.shtml}.
>OC\I For more information on the City of Villages plan, see www.sandiego.govjcityofviJJages.
"xvi Portell, Hilarie. "Marketing a Closed Military Base: If You Build It, We May Come." Lowry 101 Mobile Workshop
manual at NatIonal Association of Installation Developers/An Association of Defense Communities conference.
June 4, 2005.
lOMi Lowry Redevelopment Authority. "Lowry 10 Years in the Making: A Report to the Community." 2004.
xxviii Force, Montgomery. "Lowry Air Force 8ase," in Case Studies in Base Conversion. National Association of
Installation Developers. July 2002.
KJ<io; Lowry Redevelopment Authority_ "Lowry 10 Years in the Making: A Report to the Community." 2004.
>O<x Lowry Redevelopment Authority. "Lowry 10 Years in the Making: A Report to the Community." 2004.
xxxi Lowry Redevelopment Authority. "Re:Devefopments Newsletter." May 2005.
.
JOO<ii Lowry Redevelopment Authority. "Lowry 10 Years in the Making: .6.. Report to the Community." 2004
.
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
42
.
Endnotes
PriceWaterhouseCoopers and Urban land Institute. "Emerging Trends in Real Estilte--2005." New York, NY. p. 19.
See, for example:
Burchell, Robert, et at The Costs of Sprawl-Revisited. TeRP Report 39, Transportation Research Board. 1998.
Burchell, Robert W., and Mukherji, Sahan. "Conventional Development Versus Managed Gro\Nth: The Costs of
Sprawl." American Joumal of Public Health. Vol. 93, No.9. Sept. 2003. pp. 1534.1540.
Mum, Mark, and Puentes, Robert. Investing In A Better Future~ A Review of the Fiscal and Competitive
Advantages of Smarter Growth Development Patterns. Bruokings Institution. 2004.
Office of Economic Adjustment. Renaissance: New Jobs, New Uses of Space and Resources, New Life for
Former Military Bases. 2002. Available at wvvw.defensefink.millbrac/docs/oeabro02.pdf
Title 42 USC Section 9620. Also known as Section 120 of the Comprehensive Environmental Response,
liability. and Compensation Act of 1980 (CERCLA), as amended (the federal Superfund law).
" Title 42 USC Section 9620. Also known as CERCLA Section 120 {hi 131.
,
,
;;i
Boese, lynn. "Fort Benjamin Harrison" in Case Studies in Base Conversion, cd. John E. Lynch. National
Association of Installation Developers. July 2002.
The Presidio Trust. "Presidio-based Employee Housing Programs." Available 8t www.presidio.gov/Leasing/
ResidentiaILeasing/LiveWorkPrograms/defau/thtm.
...or Simon, Jeffrey A. "Lessons for Hanscom." Boston Globe. April 18, 2005.
..
.
ui~ Association of Defense Communities. Community Base Reuse Planning Process: A Layman's Guide. 2004.
..
Anderson, John. "The Plan Background and Current Status." Fall 2002. Available at www.easlgarrison.com/
wwwroot/documentS/articles529.htmL
For more information on Smart Growth INDEX, see www.epa.gov/smartgrowth/topics/<:;9_inc1ex.hlrn.
Seymour, Craig, and Jeff Donohoe. "Financial Implications of the Iniliat Base Reuse Plan." The Community
Base Reuse Planning Process: A Layman's Guide. NAID infoseries. February 2004. pp. 44-4B.
xli Schneider, Rob. "Base closings brought changes; Military facilities targeted in '90s are now residential, business and
recreational areas." Indianapolis Star. May 19,2002. Available at lIVlIVW.dinfosafum.org/din(os/pageslarticle.htm.
..
"''' City of Orlando. 2005 Entry Package for the National Award for Smart Growth Achievement
xiv Haner-Dorf, Noelle. "The Good, the Bad, the Beef with Baldwin. ff Orlando Business Journal. Nov. 16,2001.
Press release. "Commercial Land in Sparse Supply at Baldwin Park-Neighborhood Of1ices Almost Sold Out."
Baldwin P<.trk Development Company. May 4, 2005. Available at www.baldwinparkfJ.com/web/pressreleases.
asp?NEWS 1D~55.
:.-vi City of Orlando. 2005 Entry Package for the National Award for Smart Growth Achievement
><Vii Krueger, Jill. "Baldwin Park Spurs Redevelopment Growth." Orlando Business Journal. Oct. 1, 2004.
xv;1i Krueger, Jill. "Cleaning Up." OrJando Business journal. April 1, 2005.
XIX Krueger, Jill. "Developer Names New Community Baldwin Park." Orlando Business Journal. June 5, 2001.
City of Orlando. 2005 Entry Package for the National Award for Smart Growth Achievement.
.
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41
Publications
Defense Environmental Network
& Information Exchange. "Using
Environmental Insurance in DaD
Property Transfers: A New Tool
for Managing Cleanup Risk.." April
2001. Available at h"ps:/~.
denix.osd.miVdenix/PublidES-
ProgramslC/eanup/etfaclsheel.pdf
General
information
about growth
and development
patterns
Organizations
U.S. Environmental Protection
Agency (www.epa.gov/
smartgrowth): Offers research,
publications, tools, a policy
database, and other resources.
Particularly useful are Getting to
Smart Growth. Volumes i and II,
with 100 policies in each volume
to help communities improve
the quality of their development.
Also available is Protecting Water
Resources with Smart Growth. a
book of 75 policies to protect water
quality while continuing to grow.
See EPA's brown fields site (wvvtN:.
epa.gov/swerospsibf/index.html'J
for information about redevelop-
ing contaminated sites.
Smart Growth Online (vvww.
smartgrollVth.org): A servrce of the
Smart Growth Network, a coalition
of more than 35 organizations,
induding environmental groups,
historic preservation organiza-
tions, professional organizations,
developers, real estate interests,
and local and state government
entities, that work together to en-
courage development that benefits
the economy, community, public
health, and the environment.
Affordable Housing Design
Advisor (www.designadvisor.org):
Demonstrates that mOderately
priced homes can look just like
market-priced ones. It has exam-
ples and practical advice.
U.s. Green Building Council, in
partnership with the Congress for
the New Urbanism and the Natural
Resources Defense Council, is
developing a LEED {leadership in
Energy and Environmental De-
sign) standard for Neighborhood
Developments ILEED-ND). Currently
in the preliminary draft stage, this
rating system details the design, site
plan, and other components that
qualffy a project as smart growth.
The certification program is ex-
pected to launch in 2007. Available
in draft at W\I\IlI\I:usgbc.orgJDisplay-
Page.aspx?CMSPagelD= 148.
Publications
The Smart Growth Shareware
CD-ROM {Smart Growth America,
2004) compiles a wide range of
smart growth resources, including
publications, articles, fact sheets,
and Web links to more than 100
resources. It is available at lIVWW.
smartgrowrhamerica.org.
Smart Growth Network and
National Neighborhood Coalition.
"Affordable Housing and Smart
Growth: Making the Connectton."
2001. Available at wwwepa.gov/
smartgrowth/pdf/epa_ ah_sg.pdf
Visioning
resources
Organizations
The Tampa Bay Regional Planning
Council assists cities and towns
with community visions. tts Web
site contains several completed
community visions. See W\IVVV.
tbrpc.org/livable/cvt.htm.
The Charlottesville, VA, area
developed a vision for the city
and three surrounding counties.
The Thomas Jefferson Planning
District Commission Web site de-
scribes the process and outcomes.
See www.tjpdc.org/community/
epi.asp.
Publications
The Center for Rural Pennsylvania.
Planning for the Future: A Hand-
book on Community Visioning.
Second Edition. 2000. Available at
wvvvv. rurafpa.org/visioning.pdf.
Grecn, Gary, et at. Building Our
Future: A Guide to Community
Visioning. University of Wiscon-
sin Cooperative Extension. 2000.
Available at httpi/cccommerce.
uwex.edu/pdfslG370S.pdf
The Planning Center. Growth
Visioning for Sustaining a Livable
Region: Visioning Design Process.
Southern California Association
of Governments. 2001. Available
at W\IVII\f.scag.ca.gov/livable/down-
load/pdf/FULLREPOI1Tpdf
.
Community
involvement
tools
Organizations
The National Charrette Institute
(\NWVV..charretteinstitllte.org) offers
training in organizing charrettes
and other public-engagement
processes.
PlaceMatters.com {VVlI\IW
placematters.com~ offers tools,
techniques, and case studies to
help communities undertake
vision-centered place-based
planning, civic engagement, and
community design and decision
making.
U.S. EPA offers resources for
concerned citizens (VVWlIY.epa.
gov/epahome/Citizen.htmn, includ-
ing information on environmental
issues and tools to help people
become involved and make a dif.
ference in their communities.
.
Publications
Boyd, Susan, and Roy Chan.
PJacemaking: Tools for Commu-
nity Action. Fall 2002. Available at
VItWW.sustainable.org.
Goldberg, David. Choosing Our
Community's Future: A Citizens
Guide to Gelting the Most Out of
New Development. Smart Growth
America. 2005. Available at www.
smangromhamerica.org.
Local Government Commission.
Neighborhood-Scale Planning
Tools to Create Active, Livable
Communities. No date. Available
at wwwlgc.org/freepubIPDF/
Land_ Use/fact sheets!
neighborhood planning_pdf.
.
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40
.
.
Appendix: Resources
Base closure
Federal agencies
U.S. Department of Commerce,
Economic Development Admin~
istration (www.eda.gov/Research/
DefenseConvers;on.xmf): Informa-
tion and federal resources to assist
communities with BRAe-related
defense conversions.
US Department of Defense:
Information on Base Realign-
ment and Closure (BRAC) for 2005
(wwwdefensefink.miJ/brac). For
information on prior BRAe rounds,
see www.defense/ink.mHlbraC/
priorbracs.html.
Office of Economic Adjustment
{WVVltv.Oea.9ov}: Manages and
directs the Defense Economic Ad-
justment Program and coordinates
the involvement of other federal
agencies to provide resources
for communities affected by 000
program changes. Publications on
\.^Jebsfte include:
. Responding to Change: Com
munities & BRAe. Available at
lIVVVW.oea.gov/oeaweb.nsf/
L1BbyTttle?readform_
. California Military Base Reuse.
Department of Toxic Substanc~
es Control, CAL EPA. Available
at www_oea.gov/OEAWeb_
nsf/DB074580440F7293852570
1500417E70;$File/eac_pdf
. From Barracks to Business. Mil
Military Base Redevelopment
Project March 2000. Available at
VVVV\.1t:eda.govlResearch/
ResearchReports.xml.
. Use of Master Developers in
Implementing Military Base
Reuse Plans. Economic & Pfan-
ning Systems, Inc. March 1999.
. Economics of BRAe Sites. June
2005.
. Earlv Transfer Authorfty: A Guide
to Using ETA to Dispose of
Surplus Property_ October 2005_
President's Economic Adjustment
Committee (EAC): Committee of
22 federal agencies that support
BRAe-related activities through
technical assistance and financial
resources for affected communi
ties. OEA coordinates resources
available via the EAC. A descrip-
tion of the EAC is available at
www_oeagowOEAWebnsV
7B2D6546FA4885256E83004488F2/
$File/eac_pdf.
U.S. Department of Labor, Employ-
ment and Training Administration
Iwww_doleta_gov/BRACand www_
brae-coach.org): Tools and ser-
vices for BRAe-affected workers
and communities.
U.S. Environmental Protection
Agency, Federal Facilities Restora-
tion & Reuse Office (W\NWepa.
gov!fedfac): Information on envi-
ronmental contamination, deanup,
and reuse for military installations
being addressed by EPA
Organizations
Association of Defense Communi-
ties (formerly National Association
of Installation Developers) (WWlAf.
naid.org): Resources for active and
closed military base communities.
Publications include:
. The Community Base Reuse
Planning Process: A Layman's
Guide. National Association of
Installation Developers.
NAIDinfoseries_ February 2004_
Available at www.
defensecommunities.org/
ResourceCenter;Base_Reuse.pdf.
. Dawson, Yvonne. Organizing
Your Planning Effort: The First
Steps inlnstaJlation Redevelop-
ment. National Association of
Installation Developers. Infobrief.
May 2005. Available at www_
defensecommunities.org/
Planning_LRApdf.
. Herberghs, Todd_ Understanding
Base Realignment: What Com-
mHnities Should Know First.
National Association of Installa-
tion Developers. Infobrief. May
2005_ Available at www.
defensccommunities.org/
InfoBrieLReaJignment. pdf.
. NAID <:lnd ECS, Inc. Environmen-
tal Insurance and BRAC Com-
munities: Building a Successful
Partnership. 2001. Available
at www.defensecommunities.
org;ResourceCenter/
EnvironmentaLlnsurance.pdf.
Internationaf City/County Manage-
ment Association {www.icma.org}:
Services and resources, including
technical and peer assistance, for
local governments. Publications
include:
. McMillen. Jacen, and Dan"
ie! Pickett. leMA Base Reuse
Handbook: A Navigational Guide
for Local Governments, Second
Edition. International City/County
Management Association. 2002.
. Smart Growth Issue Summary:
Military Encroachment and Base
Reuse_ March 2005. Available at
vwvvv.icma.org/upload!
Iibrary/2005-05/{27100F 10-6291
-411F-8883-089488Cl1AD3J_pdl_
. Baseline Newsletter.
National Governors Associa-
tion (www;nga.org): Resources
aimed at state-level officials.
Publications include:
. "The Redevelopment of
Former Military Installations"
fact sheet. May 2005_ Avail-
able at wwwnga_orglFiles/pdf/
0505BRACStateFS_pdf
.
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39
.
homes would be availnble to moderate- and low-income residents, the- LRA
created the Lowry Community land Trust (lCLT) to manage the sale of
up to 300 affordably priced homf'-s_ Lel T owns the land, while the homeowner
owns the home. Thus, the homeowner builds equity in the hOllse, but LelTs
land ownership keeps the res.'1le price lower so that the house remains af-
fordable in the futurc_ Despite these efforts, Lowry has struggled with imple-
menting the homeless housing provisions required under federal BRAe law_
Following a lawsuit brought by homeless-assistance providers in 1999, the
lRA built two mixed- income apartment buildings that will house the home-
less, along with providing market-rate and affordably priced units.
Sidewalks line every street in lowry, and a trail system connects residents
and visitors to parks, the town center, and the popular neighborhood library.
Lowry also provides residents with real-time transit information and bike park-
ing and storage to encourage alternatives to automobile travel.
.-
-....
Lowry's redevelopment has been a success for Its residents, for the cities
of Aurora and Denver, and forthe region as a whole. Between 2003 and 2005,
home values at Lowry increased an average of 9.42 percent, outperforming
Denvers median increase of 2_7 percent.xxxi Lowry employees have created a
net economic benefit to the city nnd county of Denver of $1.4- billion, including
wages, retail sales, and purchases. Lowry residents have generated $188 mil-
lion to the city and county of Denver through spending and sales and property
taxes_ The LRA estimates that between 1994 and 2003, the entire redevelop-
ment created a $4 billion gross economic impact and created a tax base where
there was none previously. Extensive community involvement, thouQhtful
attention to design principles, and neighborhoods wIth lasting amenities have
ensured Lowry's Success.
Web site: www.lowry.ory.
.
"The renovated build-
ings, recycled runways,
and other elements
anchor residents to
Lowry's heritage, while
we build a new legacy
for the future. The
Lowry Redevelopment
Authority and other
entities have worked
hard to preserve the
sense of place that
Lowry has always
possessed. "
Amy Ford, neighborhood leader"><>.ii
Lowry is just a short distance from downtown
Denver.
111111
37
11111 11 Our employees
have several
lunch options at the
Town Center. In addi-
tion. if our employees
want to get outside and
exercise during lunch or
after work. they've got
countless options. This
move has been good
for our company and for
employee morale. 11
Jeff Tetrick. employee advocate, Pinnacol
Assu..-ance. a 535-employee oompany>O<l(
. To reflect a diversity of home styles and price points;
. To be pedestrian friendly; and
. To provide easy access to parks, schools, and businesses.
By 1994, LERP dissolved, and the Lowry Redevelopment Authority (LRA)
was formed to implement the plan. TIle lRA was set up so that it could issue
revenue bonds to fund infrastructure improvements, which was one of the first
steps to encourage investors to look at the property_ Redevelopment progressed
in ~1ages, with the LRA beginning residential construction in areas without
environmental contamination. To ensure high-quality construction and design,
Lowry established architectural design guidelines reflecting Denver's urban
architectu.e. The Southwest Neighborhood, with 650 single-family homes and
townhouses, opened With great fanfare at a 1998 "Parade of Homes" event. As
the LRA Deputy Director Montgomery Force noted, "This event like no other,
faunched Lowry as a desirable place to live."JC('<.'ij,
The employment, educational, commercial, and other residential projects
quickly fotlowed suit. Building on its legacy in education as an Air Force training
center, Lowry currently is home to three early childhood centers, five primary
schools, a private high school, and two adult learning institutions.
The reuse plan sought to diversify commercial properties by constructing small
and large office spaces and reusing historic structures. Employers range from
financial services to medical office firms. By 2003,lowry had 89
employers and 5,947 employees on site.>:<;x Lowry has been able
to sell itself to employers because of the amenities within walk-
ing distance (restaurants, parks, and retail) and the proximity of
the site to employee housing and schools. The town center is
the retail showcase for Lowry. It has more than 40 shops, includ-
ing a full-service grocery store, and is designed so that employ-
ees and residents can walk to ft. Several apartment properties
are adjacent to the center, helping to create a lively atmosphere.
Lowry retained many of the distinctive and historic
features from the base. For example, two of the massive
hangars were preserved and now serve as the Wings Over
the Rockies Air and Space Museum_ Many of the officers'
quarters have been redeveloped as high-end housing, while the enormous,
1,QOO-man barracks building has become apartments for a senior living facility.
The original steam plant has been redeveloped into the Power House Lofts and,
on the parade grounds, toft homes have been constructed on Officers' Row.
Trails connect homes to parks, libraries, and other amenities.
36
During the reuse planning, Lowry promised residents a wide spectrum
of hOllsing choices. Currently, the site has approximately 3,000 homes and
apartments ranging in price from $115,000 to $2 million. To ensure that
.
-.
... --
.
.
....
-
.
Lowry
(formerly Lowry Air Force Base)
Denver, Colorado
fo 1991, after 54 years of operation, the l.866-acre Lowry Air Force Base
found itself on the BRAe closure list. A memher of the Lowry Redevelopment
Authority characterized the unique challenge: "Most real estate developments
don't start out wrth 1,000 vacant buildings, 28 miles of obsolete streets, three
runways, and a 12-mile-long chain-link fence. Not to mention environmental
issues and no money.....xxvi But that was the starting point for the redevelopment
of this base, just 15 minutes from downtown Denver.
Realizing that 7,000 jobs and $295 million in annual spending were leav-
ing the area, the mayors of Denver and Aurora, the two communities with
jurisdiction over Lowry, forged an unprecedented alliance to charge ahead with
redevelopment. As soon as closure was finalized, the mayors established the
Lowry Economic Recovery Project (lERPt a 4O-member advisory committee
charged with reuse planning.
Between 1991 and 1993, LERP embarked on an intensive 18-month plan.
ning process. Representatives from the community served on commlttees
focused on transportation, housing, and economic development issues. There
was no shortage of community participation during the thousands of hours
of public meetings. Many nearby residents from the historic neighborhoods
surrounding the base had never been behind the fence and on the base. They
were eager to see redevelopment that would add character, amenities. and
value to the existing neighborhoods.
At the same time, LERP ensured that its congressional delegation was able
to intervene on its behalf with any federal property issues. LERP was able to
raise money by hiring a property management group to 'ease 800 homes on
the base. In the longer term, this funding served as co!lateral for larger infra-
structure loans.
"I chose to live
in Lowry because
it allowed me to
live in a community
that has retail and
recreational seNices
within walking
distance of residential. "
Ken Gordon. Colorado State Senatorxxvao
When the Air Force officially dosed its
operations in September 1994, LERP already
had completed the reuse plan. According to the
LRA, Lowry was the first base ever to have a
reuse plan in place before it closed. Many have
attributed the successful redevelopment to this
early planning. The plan called for 4,500 homes,
2 million square feet of commercial space,
schools. and 800 acres of parks and recreational
amenities. In particutar, the plan called for de-
velopment guided by several principles:
. To blend with the surrounding neighborh()(Xjs
and build upon their strengths; TIle conditions at Lowry Air Force Base before redevelopment.
111111
35
;"'f'
" '", ". '-f,;"..
'J, >;".~,
.'~;"'"
.
and extensive landscaped paths. Demolition of ohsolete infrastructure
created about 300,000 tons of crushed concrete and 200,000 tons of
pulverized asphatt, almost all of which is reused ror fill and road base.
In the initial offering, Uberty Station home prices ranged from
about the mid-$400,OOOs to the high $8OO,OOOs. More than 1,500
families entered a lottery lor a chance to purchase the first homes.
The development was more than 50 percent sold out within 8
months and completely sold out by March 2004. The townhouses
and detached homes are a blend or architectural styles that represent
the base's history and reflect the style of nearby neighborhoods.
Homes feature off-street, alley-access garages shielded from the
street; include porches and balconies to foster a sense of commu-
nity; and use green building materials. A..c; noted earlier, to meet San
Diego's requirement of 15 percent affordable housing, the redevelop-
ment agency will set aside tax revenue to provide housing elsewhere
in the city to people of low and moderate incomes.
The developer proclaimed that Liberty Station would be a model
of smart growth and noted how well il fits with San Diego's "City
ofViUages" plan.xxv The company saw this project as an excellent
opportunity for Infill development. Atthough increased traffic is pos-
sible from suburban residents coming to work at Liberty Station, the Preserving the unique architecture on the former base.
developer hopes to keep the amount of traffic in and out of the com-
munity down by giving residents everything they need-a place to live,
work, shop, and eat--within the development.
.
Web sites: www.sandiego.gov/ntcand
www./ibertystation_com.
.
111111
33
sires expressed in the meetings. This public process resulted in a comprehen-
sive plan for Liberty Station that emphasized public use, a pedestrian-oriented
environment, and a vibrant mix of uses that would replace the jobs lost when
the base dosed. A residents' group called Save Our NTC has kept a watch on
the development process. Contentious issues have included objections to the
height of some proposed buildings and concerns that the public space is being
developed more slowly than the offICes and housing.
The development is expected to create 8,000 perma-
nent jobs. Room tax from the two hotels is expected to
generate $4.8 million annually. Tax revenue from the
developed property could bring in $2.4 million a year,
including $750,000 annually for low- and moderate-in-
come housing.JO<iv The developer is obligated to build $125
million worth of infrastructure improvements, induding sewer, water, electric,
cable, phone and storm-drain sy&1.em improvements, new parking areas, and
new road and traffic improvements to internal and surrounding streets. Road
improvements include new curbed medians, renovated sidewalks, bike lanes,
1111
New housing built in the traditional architectural style of the area.
.
Without the money to redevelop the base on its own,
the city held a competition and awarded the redevelop-
ment to a private developer, with the San Diego Redevel-
opment Agency as a partner. Redevelopment is estimated
to cost $850 million over the first 15 years. and most of
the money will come from private financing. As an incen-
tive, the city gave the developer 81 acres to develop and
sell for homes and offices. The developer holds a 66-year
ground lease. owned by the city, on the remainder of the
property to develop and lease for commercial uses.
.
.
Liberty Station occupies a prime location near downtown San Diego.
32
.
Liberty Station
(formerly Naval Training Center)
San Diego, California
The Naval Training Center (NTe) trained members of the U.S. Navy and
U.S. Naval Reserve for 70 years. Almost 550 acres in size, me included 624
buildings, many in the Mission Revival style, with nearly 3 million square feet of
space. Using many of these historic buildings and the base's prime location on
San Diego Bay, the city has turned the training center into a beautiful redevel-
opment, restoring waterfront access to the public for the first time in 80 years,
creating new parks, and establishing creative arts facilities.
.
After the 1993 BRAC round slated NTC for closure, the Navy closed the
facility incrementally_ As the mc closed, the city and the Navy reached an
agreement in 1995 that gave the city interim use of 67 acres of the site (the
agreement was later expanded). The city subleased buildings to nonprofit
organizations, crty departments, and small businesses. This interim leasing
allowed the city to keep the buildings and landscape areas in good shape while
the Navy decreased its funding.)Q<j The Navy officiaf/y closed NTC in 1997 and
transferred the me to the city of San Diego through a no-cost economic devel-
opment conveyance.
Liberty Station, the name for the redeveloped NTC. encompasses 361 acres
and severaf distinct districts. On the north shore of San Diego Bay, just a few min-
t.otes from dov..rnto\.-m .and the -airport. the communfty will have 125 acres aT parks
and open space, induding a waterfront path that leads all the way to downtown;
a nine-hole golf course (constructed in 1925 and considered a national historic
resource): Shopping villages and restaurants; a 28-acre civic, arts, and cultura!
district called NTC Promenade; two hotels; a seven-building office distri<.1; 349
homes in 3 neighborhoods; and a 22-acre educational campus including seven
schools. Because of the way the military buildings were clustered, liberty Station
has separate districts for homes, offices, shops, and cultural activitie..<; rather than
blending these uses together. As the development is only about 1 mile from end
to end, and all of the facilities are connected by landscaped walkways, walking
from one district to another is easy_ About 94 acres will be new construction, and
another 95 acres will make up the histor;c district, which indudes more than 50
historic structures to be preserved, as well as the USS Recruit, a landlocked ship
buih: in 1949 and used in training for many years."""
.
After the base closing was announced, the city held hundreds of communrty
meetings, design charrettes, and public workshops. Thousands of people, not
only neighbors but also retired Navy officers who still lived nearby, participated
in the process. The public had not had access to this section of the waterfront
since the base opened in 1923, and regaining acces.<> was one of the main de--
"We've worked
for more than a
decade now to
transform the
former Naval
Training Center
into a resource all
San Diegans can
use, while reflecting
the rich maritime his-
tory our city enjoys.
We're one step closer
to the vision of NTc.
ultimately as a destina-
tion for residents and
visitors alike; a place
surrounded by green,
bordered by water and
centered on history."
Hank Cunningham, assistant executive
director of the San Diego Redevelopment
Agency""Oii
A landscaped promenade creates a pleasant
walking environment for residents.
111111
31
.
.
.
The city notes that "Baldwin Park is what the citizens
of Orlando ask for: quality homes; a mixture of uses
with businesses, schools, residences, ,)Od recreation
contained within one community; job creation and
tax generation.""'" The development has won national
recognition with awards such as EPA's National Award
for Smart Growth Achievement (2005}, Urban land
Institute's Award of Excellence (2004), the National
Arbor Day Foundation's "Nationaf Building with Trees
Award o'f Excellence" (2004), and the Council for Sus-
tainable Florida's "Sustainable Florida Best Practices
Award" (2004). The developer won the Distinguished
Corporation Award from Audubon of Florida, and one
of the architects won a Palladio Award for his design of
one of the development's recreation centers_
Neighborhood shops and se~ices ace convenient for Baldwin Pal"k
residents.
Web site: www.ba/dwinparkf/.com.
For details on the city's process, see
www.cityofor/ando.net/p/anning/ntc/ntcdos.htm.
Attl"active office space is a critical part of the
Baldwin Pal"k project.
111111
29
1111 "The planning and
partnerships which
have brought us to
this day will carry us
through to the day
when we can
celebrate youngsters
riding their bicycles on
community sidewalks,
families picnicking in
one of the community's
parks and grandparents
watching their grand-
children thrive in a
true neighborhood."
Orlando Mayor Glenda Hood, at an event
celebrating the start of construct!Qn at Baldwin
Park. june 5, 2001xix
.
The developer reconnected the former base to the surrounding neigh-
borhoods by taking down the fence that had surrounded the property and
extending the neighborhood streets through Baldwin Park. To fe-create the
look and feel of traditional neighborhoods, Baldwin Park includes narrow,
tree-lined streets with wide sidewalks; homes designed in the architectural
style of pre-1940s central Florida, with front porches and garages in the rear;
and a blend of uses close together so people can walk from their homes or
offices to parks, restaurants, shops, school, or church. The development has
more than 15 different housing styles, ranging from rental apartments to
townhouses and high-end custom houses. It features more than 50 miles of
walking trails and sidewalks_
The developer had to almost completely rebuild the base's infrastructure,
dismantling 200 miles of underground utilities and 25 miles of roads and
demolishing all but 5 of the 261 existing structures. The developer recycled
as much of this material as possible to build new roads and other projects,
such as stormwater fittration systems and parkland.
Audubon of Florida worked with the developer to help create viable
ecosystems in Baldwin Park by restoring natural features that had been
displaced when the base was built 50 years earlier. The developer also
preserved the base's mature trees as much as possible and planted 4,000
new street trees_
.
The city anticipates that when Baldwin Park is completely built and oc-
cupied sorlletime in 2006, the deveiopment wiii house 8,000 residents,. sup-
port 6,000 permanent jobs, and generate more than $15 billion in property
tax value, more than $30 million in annual properly tax revenue, and more
than $180 million in payroll.x.n The development began
spurring investment in surrounding neighborhoods even
before most of its residents had moved in; nearby,. two
shopping centers are being redeveloped and a medical
building is under construction.xvii As David Pace, managing
director of the development company, points out, other
benefits to the surrounding community include "the addi-
tion of hundreds of acres of parks the public gets to use,
grocery stores they don't have to go out on Highway 50 for
anymore, and property appreciation. ">:vii;
Baldwin Park Includes a variety of housing types.
28
.
.
Baldwin Park
(fonnerly Naval Training Center)
Orlando, Rorida
The U.S_ Navy announced the closing of its Orlando Naval Training
Center (NTCI in 1993, and the base officially closed 3 years later. Although
the community initially felt a sense of loss, the demand for developable
land within Orlando meant that opportunities abounded for redevelopment.
Today, the former base is Baldwin Park, an award-winning development
only a few miles from downtown Orlando.
When the Navy announced that the base would close, the city of Orlando
immediately formed a base reuse commission to create a redevelop-
ment plan. The commission, made up of 150 central Florida business and
government leaders. held 174 public meetings over the next 2 years to get
the public's ideas and feedback on proposed plans_ When the commission
finished its plan in 1995, the city created a seven-member NTC Advisory
Board to implement it and held more than 100 public meetings to select the
developer and refine the plan. Among the tools at these public meetings
were visual preference surveys that showed anendees different building
and community design options, and then asked them to rate each one. The
vision that came from these meetings was "the overwhelming desire to
link the property with surrounding neighborhoods, provide public access to
lakes, form a network of green throughout the project, create a vibrant main
street, and disperse automobile traffic through a gridded street network. ....xiii
.
.
The city received the base from the federal govern.
ment and transferred it to a private developer, chosen
through a competition, who renamed the parcel Baldwin
Park. The developer paid $7.6 million for 1,093 acres: 90
acres went to the federal and state governments for gov-
ernment offices and 468 acres were protected wetlands,
lakes, and land set aside for parks, leaving 535 develop-
able acres for more than 4,000 homes, 1 million square
feet of offices and stores, a new elementary school, a
new middle school, a church, and three community
centers. The developer also paid $1.7 million to cover
additional cleanup costs. The city offered the developer a
loan and a line of credit to help with demolition, envi-
ronmental remediation, and construction, and a $13.5
million impact-fee credit based on what the Navy had
spent on the base's infrastructure."iv As the planning and
building proceed, the city holds monthly public meetings
in cooperation with the developer, and the Navy moni-
tors environmental conditions at the site.
>
""C
::s
as
Q.)
en
ca
(.)
1/ Baldwin Park is
an ideal location
to build a new
practice and not
have to drive 45
minutes from my
home everyday.
I look forward to
serving the people in
my own community
and establishing long-
term relationships with
r them-not only as
patients, but as neigh-
bors and friends, too. 1/
Dr_ William Dunn. a dentist who lives in Baklwin
Park and plans to open a new practice there"~
The Baldwin Park Development Company set aside 468 aues
as protected wetlands, lakes. and park land.
111111
27
1111
A sense of ownership
is a powerful motivator
to keep people
engaged.
24
Investing in infrastructure
improvements
.
On many bases, the existing infrastructure, such as
roads, utilrt:ies. sewer, and water, may be antiquated
and inadequate for the planned development. The LRA
should develop an infrastructure plan that will support the
reuse plan. This plan should address how the improve-
ments will be financed. It may be difficult to market the
site until some of these investments are made. At Lowry,
the LRA invested heavily in the infrastructure to give the
first home builders the security they needed to under-
stand and embrace the development vision. In addition,
the lRA did not launch a sales effort for the commercial
district until it had demolished the runways and obsolete
buildings, installed infrastructure, and landscapedthe
grounds_ This upfront investment was essential to make
the site attractive to privDte investors..
Keeping the public involved
As important as public involvement is in developing
the reuse plan, it is equally important in seeing the plan
through. Citi7ens keep the LRA and local goveroment
accountable and on track with the vision" Keeping the
public engaged throughout implementation also wi!(
minimize the risk of last-"minute challen~J€-s that could
prove costly and time---consuming for the developer
and/or the LRA. Although sustaining public interest
and enthusiasm for such a long time C<-'ln be demand-
ing, many base reuse projects have done so success-
fully. Newsletters, Web sites, and public meetings can
share information with the public. The LRA must also
periodically give people opportunities to comment on
the plan's progress-information sharing cannot be a
one way street. Once- construction is underway, public
tours of the project give citizens a chance to see their
vision becoming a reality_ This sense of ownership is a
powerful motivator to keep people engaged.
.
.
.
.
.
The Lawrence Government Center at the former fort Benjamin Harrison was built under the architectural guidelines.
Implementing the Plan
The LRA may choose to implement the plan itself or
hire a developer to implement it. The decision on whether
and when to hire a developer will depend in part on
whether the LRA receives the property, and whether the
lRA or local government has the financial resources and
expertise to develop the fanner base. Some communi-
ties, !!ke LO..../ry', replace their p!anning Utl\, ',,'-/ith an imp!e--
menting LRA. The local government's redevelopment
agency could act as the implementing LRA if its members
have the authority to oversee Icxal redevelopment. Re.-
gardless of who implements the plan, the following steps
will help make it successful.
Developing design guidelines and
zoning consistent with the vision
Too often there is a gap between an attractive plan
and the development that ensues. The LRA should
insist on superior design and ensure that it is imple-
mented. Development that is designed well from the
beginning has lasting economic benefits for communi-
ties, and it will improve property values in surrounding
areas as weB as on the former base. Building-design
guidelines, architectural standards, street-design stan-
dards. and zoning that adhere to the vision will ensure
that the community-supported plan is built as intended.
11111
23
11111
22
The proposed town center for South Weymouth will put jobs, homes, and shops near each other so peopte can walk to their destinations.
Creating a business plan
Process.- A L'lymans Guide, notes that "[rJcdevelopment
of these typically large sC<:'lle, complex facilities is costly,
often requiring large investments in hasic infrastructure
along with a professional organization capable of manag-
ing the process. over several years."x; This publication and
others fisted in the Resources appendix provide informa
tion on financial planning for redevelopment.
In concert with the land use planning, the lRA needs
to conduct financial analyses and develop a business
plan. TIle LRA mus1 estimate the costs of developing the
property, including infrastructure investments and op-
erating costs, and assess eXP€f...1ed revenue sources. An
ADC publication, The Community Base Reuse Planning
.
.
.
.
.
.
Strengthen and direct development
toward existing communities: Reusing
existing infrastructure, schools, and pubfic services
helps make the best use of taxpayer dollars. Building in
existing communities also protects undeveloped land.
Provide a variety of transportation
options: Making it easy for people tn walk, bike,
or take transit can reduce traffic congestion and air
pollution. People who cannot or choose not to drive,
including children, seniors, and disabled persons,
have more freedom when they can get around easily
without depending on someone to drive them.
Make development decisions predict-
able, fair, and cost effective: One ofthe best
ways to get private-sector support for a community's
vision is to create certainty and predictability in
where and how the community will develop_
Encourage community and stakeholder
collaboration in development decisions:
Give everyone with a stake in the community a seat at
the table. Development decisions should be open and
fair, with public involvement to ensure that the commu-
nity's needs are met.
Incorporating many or all ohhese principles will
help ensure a plan thet is fa!r, is likelV to succeed eco-
nomically, and enjoys broad public support. Perhaps
most important for base redevelopment is making
development decisions that are lair and inclusive.
The public win support the plan if the citizens feel like
their concerns have been heard and addressed, and
the business community wilt support the plan if the
decisions are predictable and economically viablc_ The
LRA should be confident enough in its process that, if
the plan goes to a public vote, it can be reasonably sure
that the plan will be approved.
11111
21
1111
Mix land uses: Putting jobs, homes, shops, and
recreation near each other gives people options for
getting around. They can walk, bike, drive, or take
public transit. The traditional neighborhoods and
small towns that many people cherish have this mix
of uses. Locating homes near offices and shops also
means that people will be walking on the streets at
different times of the day, making the community
livelier and safer.
Use land efficiently: Communities can save
money and resources by bUilding compact neighbor-
hoods where it makes sense. In denser areas, com-
munities spend less on new infrastructure, consum-
ers spend less on water, and emergency s€lVices can
respond more quickfy. Compact neighborhoods can
orfer more transportation choices by putting desti-
nattons dose enough for people to walk. Balancing
different levels of density lets communities provide
residents with choices-~offering urban living to some
residents while preserving suburban living for others.
Create a range of safe, convenient, and
affordable housing opportunities and
choices: Providing high-quality homes for people
of all income levels and at all stages of life is an
integral component in any smart grovvth strategy.
The type and location of homes affect commut
ing patterns, energy and water use, and access to
transportation, community services, and education.
Communities can give their residents more choices
by encouraging different types of housing in existing
ne-ighborhoods and in new development.
20
Create walkable neighborhoods: Mixing
.
uses and placing them close together makes it easier
for people to walk to school, work, shopping, and
fun. Communities also can encourage walking by
creating more pleasant sidewalks and safer streets.
Walkable neighborhoods give people options for
getting around and also offer them an easy way to
incorporate physical activity into their daily routines_
Foster distinctive, attractive communi-
ties with a strong sense of place: New
development should respect the unique culture,
history, and geography of a community. People are
proud of a community that has a distinct character.
Such places attract tourists, new businesses, and
new residents.
Preserve natural lands, farmland, and
critical environmental areas: Protecting the
natural environment means deaner air and water,
healthy habitat for fish and wildlife, and beautiful
vistas and recreational lands. Many communities
also want to preserve- working lands, like farms and
ranches that are fiscally self-sustaining and are a criti-
cal part of their economy, history, and culture.
.
The Glen's interesting mix of retail attracts visitors and residents
alike.
.
.
.
.
Several homes in Baldwin Park are grouped along a shared front yard, creating easy opportunities to mingle with neighbors.
I II I I
19
I I II
18
Incorporating good development
practices
.
When growth comes, communities must balance
the impacts of the new development while preserv-
ing and enhancing the best aspects of their neigh-
borhoods and regions. Growth brings investment,
along with new residents and new workers who need
transportation options. homes, stores, services, and
other amenities. The communities that have used that
investment to their advantage--giving residents new
amenities, more housing and transportation choices,
and more convenience-typically employ a similar set
of techniques. These techniques, often referred to as
smart growth, have been distilled into ten principles
reflecting the experiences of successful communities
around the nation. Smart growth practices help ensure
that development improves the economy, community,
public health, and the environment.
.
Participants use drawings, maps, and building-shaped blocks
to envision the future layout of Baldwin Park_
.
.
.
.
Involving the public
Using the vision for base reuse and other available
information, the LRA and the community can begin
drafting the plan for redevelopment. As the Association
of Defense Communities notes, "(the] LRA Base Reuse
Plan offers the best opportunity to shape the future use
of a closed base."";;' To take full advantage of that op-
portunity. the LRA must describe an effective strategy
for replacing jobs and demonstrate vigorous public
engagement throughout ptan preparation.
One of the most important steps the LRA can take is to
ensure strong public involvement in developing the reuse
plan. Broad community support is critical to a successful
redevelopment. Successful base reuse projects aU have
included extensive, ongoing public involvement.
Many tools are available to hetp the LRA and rocal
governments educate the public about the benefits of
a compact and weir-designed redevelopment, solicit
community input on the design, and clearly envision
the kind of development the community wants. A vi-
suat preference survey, for example, shows images of
different development types and asks the participants
to rank them by preference. Software tools compare
different redevelopment options based on the ameni-
ties each provides, the traffic each generates, the water
each consumes, and the proximity of households
to parks and transit. Public participation workshops,
including design charrettes, are-very effective and help
develop a plan that is economically feasible and that
the community supports. For more information on
these and other tools, see the Resources appendix.
Residents of the surrounding towns participate in developing
the plan for South Weymouth.
11111
17
11111
The former control tower was converted into a bookstOl"e at
Glenview Naval Air Station.
base is served by roads, as well as by public transit
(such as buses, rail lines, or shuttles) and bicycle and
pedestrian routes. On the former South Weymouth
Naval Air Station, for example. the proposed develop-
ment will be close to a commuter rail system that runs
to and from downtown Boston.
Street design is important, not only for automobile
traHie, but also for pedestrians and bicyclists. Narrower,
tree-lined streets with attractive sidewalks make pedes-
trians feel safer and are more interesting and comfort-
able to walk along. A grid network of streets distributes
traffic more evenly throughout a development instead
of concentrating it on a few heavily traveled arterial
roads. For example, removing the fence that had sur-
rounded Baldwin Park when it was a mil italY facility
created more than 30 new entrances and actually
relieved rather than increased traffic in nearby neigh-
borhoods because drivers had more options.
Is there existing infrastructure on the
base {e.g., sewet; water}, or is there
sufficient capacity nearby?
Access to sewer, water, roads, and other infrastruc-
ture is key to attractillg high-quality, compact develop-
ment. If the existing infrastructure cannot support rc--
development, the LRA must find funding to rehabilitate
sewer and wnter systems, roads, and other services.
Many communities have had to rebuild the existing
infrastructure on a base. This overhaul is expensive,
16
and some communities have offered deve-fopcrs incen-
tives to balance the added expense. The city of San
Diego gave Uberty Station's developer a ground lease
on almost 200 acres of land to compensate for the cost
of demolishing and replacing the base's infrastructure.
The Glen, the mixed-use redevelopment of the former
Glenview Naval Air Station io Illinois, covered its infra-
structure replacement costs with revenues from land
sales and property taxes. Many base redevelopmentsk
including Liberty Station and Baldwin Park, recycled
the demolished material into new roads and other in-
.
frastructure, saving money and conserving resources.
.
The proposed development around the commuter- rail
station at South Weymouth,
Creating a redevelopment
plan for the base
The LRA is responsible for developing a reuse
plan for the property. Depending on its staff's size and
expertise, the lRA may need to hire consultaots to help
draft the plan. If the LRA or local government is going
to acquire any oftl1e property, they may want to hire
a developer early on to work with them as they draft
the plan. Regardless of who the LRA hires to help, the
reuse plan must be economically feasible. A pretty plnn
isn't enough---it must respond to the market.
.
.
Cameron Station has lots of housing options--townhomes.
apartments. and single-family houses. with ample parks for
neighbors to enjoy.
income for rent All full-time employees of organizations lo-
cated in the Presidio get preference for housing, no matter
what their income. Rent for workers making less than area
median income is 30 percent of their gross income.vi
.
.
How well is the base served by transpor-
tation? Can additional transportation be
easily extended there if necessary?
Neighbors of redevelopment projects often are
concerned about increased traffic, but locating homes,
offices, recreational amenities. and shopping closer
together gives people choices in how they get around
and can reduce the extra traffic fhat new development
will bring. Reuse plans should examine how well the
11111
15
1111
Many hases have large, undisturbed natural areas
thm can continue to provide great habitat for fish and
wildlife and recreational space for people. [n other
cases, some tracts are best left undeveloped because
of contamination that makes them unsuit.able or unsafe
for human use. The community should he able to
get illformation from the base and from federal and
state agencies on natural resources such as wetlands,
streams, flood plains, and fish and wildlife habitat. A
conservation easement or conservation conveyance
can preserve some or all of these lands in perpetuity
if the community desires. The lRA can consult with a
The Presidio provides much-needed housing.
14
.
This historic building on the form~ Fort Benjamin Harrison has
been converted into the Kendall Inn, a 28-room boutique hotel.
land trust and OoD to pursue this option. Siting new
development to protect important natural resources
witt make it easier to get the necessary development
permits from local, state, or federal agencies.
Are there enough places for people to
live in the region? Are there housing
choices (that is, different sizes, styles,
price ranges) so that a variety of people
can live there?
.
Fearing higher costs for schools and services, a local
government's initial reaction often is to shun residential
deveiopment. Many communities turn to retail develop-
ment to help pmp up their tax base. but retail will not
survive without customers. Retail development needs
residential development---Jlot only for a customer base but
as a source of workers too.
In many parts of the country, regardless of their
income, people are- having trouble finding homes that
they can afford in a convenient, safe location_ Base re-
development can help filllhat gap by providing homes
for the various community members who need them,
including young people just starting out. singles, empty
nesters, families, and active retirees. These homes can
house people vital to a community's health and safety,
such as nurses, firefighters, police officers, and teachers,
who are often priced out of the communities they serve.
The Presidio, for example, occupying a prime location
in one of the nation's most expensive housing markets, has
a Public Safety Housing Pro<-jram that reserves up to 40
units for full-time, Presidio-based firefighters and U.S. Park
Police officers. Participants pay 30 percent of their <-jross
.
.
.
Some bases occupy very desirable land: a water-
front, the center of a growing neighborhood, or prop-
erty surrounded by parks. Many of the former installa-
tions were communities unto themselves, so they often
already have golf courses, playing fields, swimming
pools, howling alleys, recreational facilities, and other
amenities. The community may decide to restore these
facilities during redevelopment or build new ones.
The LRA also should consider where it makes sense to
continue using facilities like hospitals and schools for
appropriate similar civic uses_
.
Natural assets create amenities for the entire region surrounding
the tonncr Pease Air Force Base.
Modem updates to historic buildings make office space in
Watertown Arsenal enticing.
11111
13
1111
The Presidio's arehitecture spans centuries, making it a
unique destination.
What are the bases unique historic and
natural assets? What other community
amenities already exist at the site?
.
Historic buildings or other treasured features on the
base can serve as focal points for redevelopment and
connect the new development with the rich history of
the facility. Perhaps the most prominent example is
the Presidio in San Francisco. The Presidio selVed as
a military base since the Spanish buill it in 1776 until
it was dosed in 1994. The site has buildings from two
centuries of military construction. It also has exten-
sive natural lands, parks, and waterfront access. The
Presidio's rich history makes it a tourist attraction as
well as a unique place for businesses to locate and
people to live.
.
Fitzsimons is home to a world-class health sciences campus with hospitals. housing, research facilities, and amenities.
12
.
.
What type of development (commer-
cial, industrial, residential, or a mix
of these uses) best capitalizes on the
base's location, existing structures,
and infrastructure?
.
With long-term economic slJccess as a goal, com
munities should consider market forecasts as well as
current conditions when developing a reuse plan. A
mix of uses may provide the most overall benefits for
the community. Commercial development and even
light industry can coexist with residential development
and open space in a well-planned development The
base and the local area's unique assets and needs can
help determine suitable uses. A base may be ripe for
marketing to a specific sector or niche depending on
regional economic conditions. For example, the region
may be a center for pioneering research and need a
site for product manufacturing. Many bases can pro-
vide the large sites that some manufacturers, research
facilities, or other businesses often have trouble find-
ing. A reuse plan with zoning that aUows these uses as
part of a well-designed, mixed-use development can
be very attractive to businesses seeking to build such
facilities. No matter what the reuse plan contains, the
community may need to adopt new zoning, ordi-
nances, and regulations to implement it.
Can the base connect to a surrounding
neighborhood? Can a redeveloped
base become a town center?
.
Bases that are surrounded by residential and com-
mercial development will be easier to redevelop with a
mix of those uses. For example, Baldwin Park, a former
Naval Training Center, is in urban Orlando, Florida. It
conneelect easily to the surrounding neighborhoods,
providing much-needed parks for the entire area, while
the- existing community around it offered a ready sup-
ply of customers for Baldwin Park's retail businesses.
For some towns, the base is already emotionally or
physically the heart of the community, and redevelop-
ment simply reinforces that role by making it a town
center. If a base is farther from an exisling community,
the reuse plan should consider how the redevelopment
witl connect to the rest of the community.
The community can
consider what the base
has to offer and what
community needs it can
help meet.
I I II I
11
III
256 buildings, 200 miles of underground utilities.. and 25
miles of road were demolished and recycled for the
development of Baldwin Parle
Knowing the type and location of contaminants
will greatly benefit the LRA in formulating base rede-
velopment options and making future land use deter-
minations that appropriately take contamination and
cleanup options into consideration. Many installations
have a Restoration Advisory Board (RAB) comprised of
representatives from the community, the military instal,
latioo, local government, and regulatory agencies_ The
RAB members provide input to the installation about
its cleanup pro~Jrarn, activities, and decisions. If an RAB
exists at the base, the LRA and RAB members should
communicate regularly to ensure that the base reuse
plan and the cleanup strategy schedules are in accord.
Additionally, the LRA should discuss past, ongoing, and
planned cleanup efforts with DoD and the environmen-
tal regulators to ensure that the base cleanup and reuse
planning/redevelopment timelines are coordinated and
synchronized, if possible. This coordination can be more
efficient, savingthp. community time and money_
Special caution should be taken when planning new
uses at Installations where military munitions were
once produced, stored. or utilized, as residual risks
from unexploded ordnance and munitions constitu-
ents likely remain at the site. Ensuring that these areas
are delineated and appropriately reused is essential.
Another critical aspect to managing contamination is
10
knowing the responsibilities of each party---DoD, the
lRA, the new property owner(s}, and others as appropri-
atc---regarding adherence to and ongoing maintenance
for land use controls_
.
DaD and federal and state environmental regula-
tors examine various factors-such as risks to hu-
man health and the environment, the current use of
the property, the anticipated future land uses of the
property, past cleanup activities, remediation feasibility,
estimated costs, and time to complete--------when ad-
dressing cleanup of environmental contamination at a
base. The LRA also should examine these factors when
considering redevelopment options_ Successful reuse
will hinge on the LRA's ability to stay informed about
all issues regarding environmental contamination and
to understand fully how to manage reuse planning and
construction in concert with long-term protection of
human health and the environment. Striving to create a
base reuse plan that aligns future land uses with envi-
ronmental cleanup and site conditions is in everyone's
best interest.
.
.
.
others, but some techniques are generally more likely to
succeed. A public notice in the newspaper, for example,
may satisfy legal requirements for infoffiling the public,
but it rarely generates the enthusiasm necessary to mo-
tivate someone to invest his or her time and energy in
helping develop a great plan. Person-to-person contact,
on the other hand, usually works welL Cultivating a core
group of people who are interested in the project from
the beginning and who are influential in their neighbor-
hoods and community helps the LRA enlist a broad
array of people in developing the plan.
Partnerships with state and regional government offi-
cials can help the LRA secure grants, loans, and financial
incentives and navigate state and federal regulatory pro-
cesses. These officials can also help by sharing informa-
tion about the activities of other LRAs in the state.
Taking stock of assets
and challenges
.
A successful redevelopment plDo based on smart
growth principles depends on a realistic assessment
of local assets and challenges. This assessment will be
the foundation for the plan that the LRA will develop
with the publiC's help. It also can identify limitations on
potential redevelopment The community should start
by determining whClt is special about local neighbor-
hoods and lhe region and what people see as their
community's identity. The assessment should also
include what the community needs and wants. From
there, the community can consider what the base has
to offer, such as its unique history, structures, natural
resources, open spaces, and cultural assets, and what
community needs it can help meet. If any DaD activi-
ties remain on or near the base, the community must
consider how compatible the redevelopment will be-
with those activities. To help develop this understand-
tng of present conditions and a vision for the future, the
communtty might consider some detailed questions,
such as those suggested below. The LRA may consider
commissioning economic, environmental, transporta-
tion, and other necessary studies to help answer these
and other questions.
.
Is there any environmental contamination
on the base? "SO, what are the contami-
nants, and where are they?
Many military facilities have contaminated areas on
or near the property because of DoO's former missions
and activities at the base. Under federallaw,iii DoD is
responSible for cleaning up the property to a level that
is protective of human health and the environment. In
many cases, DaD already has investigated and cleaned
the contamination or is in the process of doing so.
Through discussions with 000 and federal or state
environmental regulators, the LRA should learn which
locations on the base contain {or may contain} envi~
ronmental contamination, as well as locations where
environmental cleanup actions already are complete.
Different uses may require different levels of cleanup.
Where deanup activities are underway or complete,
reuse plans should consider how site protectiveness
wiH be maintained. The LRA must seek out information
about the location and extent of any contamination
before it begins developing the reuse plan with the
community.
11111
9
1111
The historic buildings at the former Naval Training Center in
San Diego are being restored and reused.
Sometimes closed bases languish for years, their
buirdings falling into disrepair as developers or local
90vernrnents squabble over reuse plans. The city of
San Diego found one innovative idea for keeping the
buildinqs in use. The Navy closed its Naval Training
Center on 5nn Diego Bay incrementally over 4 years.
During that time, the city leased base buildings from
the Navy and then subleased them to other entities.
This arrangement kept the buildings occupied and
in good repair until the city officially took over the
property. Other bases awaiting redevelopment, indud-
ing South Weymouth Naval Air Station, have used
similar leasing arraogements_ Communities will need
to review currenl regulations and work with DaD to de-
termine where and under what circumstances leasing
arrangements are possible.
Getting everyone on
board
As with any development project, the key to success
is building broad public support for the plan. People
will support a plan that represents a dear, shared vision
for the future, is fair, and benefits the community as a
whole. The LRA's great challenge will be to construc-
tively harness the irllerest and enthusiasm of the vari-
ous constituencies affected by the base redevelopment.
The community's efforts will be most effective if they
8
speak with one voice_ The LRA must delicately balance
the need to get input and develop consensus with the
need to keep the project moving forward.
.
Education is fundamental to winning public sup-
port. Citizens must understand the possibilities and the
limitations of the base redevelopment process. The
LRA and the community can learn from other closed
military bases that have been successfully redevel-
oped into vibrant, sought-after neighborhoods_ These
transformations can show local residents how the
base can become a neighborhood. Peer exchanges
can provide essential information about how other
lRAs successfully transformed their bases--e.<;pecially
important details about financing, governance, and les-
sons learned. In addition, outside experts in the rields
of urban design and planning can help the community
visuali7c the possibilities on the site.
Cultivating community interest and support in the
project is critical to success. From the earliest stages of
gathering data on existing conditions, the public can
playa role in providing information and comments. As
the work shifts into planning for the future of the base,
the LRA can work with community members to develop
a vision for the site. Through a visioning exercise, the
LRA can gain a sense of the community's goals and
aspirations for the redevelopment_ To carry out this ex-
ercise, the LRA may want to consider bringing in one of
the many firms that specialize in visioning processes_
.
As the plan develops, community input is critical.
At the Orlando Naval Training Center, the commis-
sion creating the redevelopment plan held more than
170 public meetings over 2 years_ At Lowry Air Force
Base, the LRA brought the community together for
thousands of hours of meetings to develop the reuse
plan. In some cases, the public may vote on the reuse
plan or adopt zoning to implement it, making early and
ongoing public involvement even more important.
The goafs of the public outreach are to motivate
people to participate and to give everyone interested in
the redevelopment a chance to get involved_ Outreach
techniques that work in one community may not work in
.
.
Forming a Local
Redevelopment
Authority (LRA)
Jurisdictions affected by the Base Realignment and
Closure (BRAe) decisions will need to establish a Local
Redevelopment Authority {LRA} for alt installations where
property ownership will be transferred. The Department
of Defense 1000) Office of Economic Adjustmeot IDEA)
works with community leaders to structure an LRA and will
recognize the LRA on behalf of the federal government.
The LRA is responsible for creating a redevelopment plan
for the base or directing implementation of the plan. The
OEA administers programs that help LRAs develop a base
reuse plan, and other federal agencies, including the De-
partments of labor and Commerce and member agencies
of the President's Econornic Adjustment Committee, offer
resources to support economic recovery. (See Resources
appendix for more infonnation.)
.
The LRA is made up of members of lhe community
aHected by the base closure and reuse and should represent
the widest pos.<;;ible range of interests. The Resources ap-
pendix of this guidebook lists some documents that provide
advice on how to form an LRA, including guidance on size
and composition. These publications also describe experi-
ence gained by LRAs in previous base closures, which will
be useful to communities as they consider the lRA structure
that will best meet their needs. Once formed, the LRA
should work with other local leaders to involve the commu-
nity in the redevelopment planning process, keep the public
informed about progress, ask vvhat the community wants
and needs, solicit ideas for the redevelopment, and give
feedback about those ideas. The more open and collabora-
tive the planning process is, the more likely it is that the plan
will gain the public support it needs to succeed.
.
The LRA also must work with DoD to transition the base
from military ownership to private or local government
control. The property screening process gives the federal
government <In opportunity to use the land. If the land is de--
clared surplus, federal. tribal. state, and local governments
lA"m request that the land be LJsed for public benefit:, such as
parks, schools, or housing for the homeless.
The more open and
collaborative the planning
process is, the more likely
it is that the plan will gain
the public support it needs
to succeed.
111111
7
11111
How should communities prepare for life after
closure?
.
The Association of Defense Communities (ADC) suggests that communities facing
a base closure follow these steps:
"Create a plan that works: A community's first task is to create a plan and this mLlst happen 8$
quickly as possible. The plan should be a realistic vision guided by market forces and environmental
conditions. Information improves planning. From environmental conditions to infrastructure assets
----communities need to get all available information from the Department of Defense (DaD).
Know the process: Base redevelopment is a complex process involving a myriad of state and
federal agencies and regulations. Knowledge will be an important asset to ensure the community's
voice is heard.
Speak with one voice: Communities must reach consensus about the future of a dosed base in
a timely manner. While attaining consensus among community members can be hurdensome, the
Impact of neglecting this step can be huge.
Learn from experience: Impacted communities are not alone. Hundreds have struggled with base
closure following past rounds and their experiences will provide new communities with an important
source of knowledge.
Remember, base closure is a community issue: Base closure is more than a real estate
transaction; it is about people, their johs, and a way of life-it IS a true community issue. Planning for
life after closure mllst be a community-driven process."
.
.
The historic brick buildings of Watertown Arsenal outside of Boston. Massachusetts_
6
.
The Glen, formerly Glenview Naval Air Station in Illinois, brings housing, shopping, and entertainment within walking distance
of residents.
Steps to success
. Base redevelopment presents a unique opportunity for communities. As other base reuse pub-
lications emphasize, leadership and early action in developing a reuse plan are essential. Every
community facing a base closure or realignment has to consider its individual circumstances,
values, and needs. local economic and market conditions, the extent of environmental contami-
nation, the future owner(s) of the property, and the amount of land available to the community
will influence the pace, type, and viability of redevelopment. To manage the reuse of the former
installation, communities must understand the federal government's process for detennining
how to "dispose" of a closed military property. The community also must understand the local
demand for office space, housing, retail, and other forms of commercial development, as well as
for recreation and green space. Armed with this information, the community can start planning
for a new future. Communities that have successfully redeveloped former bases into thriving
neighborhoods have found that the steps described below were critical to their success.
.
111111
5
1111
local governments, community members,
and others can use the guidebook to pursue
base reuse that:
. Creates vibrant neighborhoods;
. Brings amenities to residents and the surroundinfJ
neighborhoods;
. Provides a balanced mix of jobs and housing;
· Capitalizes on historic, cu!turat and naturat assets;
. Protects environmental resources; and
_Is embraced by the community.
One of the key 90315 of base redevelopment is to
reptace the jobs fast when the base closes. The smart
growth practices described in Ihis guidebook create
places with lasting L"Conomic value:
. Places that anract businp.sses and skilled workers
because they offer amenities. tr<lnsportation options,
convenience, and character.
. Places that have walkablc neighborhoods where
residents and visitors can live, work, shop, eat, and
socialize.
· Pbces where children can walk 10 school and older
residents can more easily access stores and services.
. Places that make the most of their natural assets,
support their cultural resourccs, and honor their local
history.
Communities thnt preserve nnd market their unique
<Jno distinctive aspects distinguish themsefves from
surrounding arcas and become rnore cconomically
competitive. In the 2005 Emerging Trends in Real
EstatfPJ report, real estate experts conduded that
"revived districts that can offer a strong sense of place
experience increased market demand_ These visionary
projects can change the fortunes of neighborhoods and
entire Cities. "; Mnny redeveloped bases have preserved
their character and sense of place and reaped the
economic benefits. The historic brick buildings of the
Watertown Arsenal just outside Boston lure businesses.
The natural areas, unmatched views, and historic
buildings of the Presidio in San Francisco altracted
filmmaker George lucns to move his multimedia
company there, building a new $350 million complex,
paying $5.6million in annual rent, and bringing with
him 1,500 well-paid employees, many of whom will
now live and spend money in the area_
The practices described in this guidebook also can
save communities money by placing jobs, homes, and
services closer together. Studies have shown that it costs
less to provide sewer, wate'~ and transportJtion infrastruc
ture; tmnspOlt school children; and deliver emergency
services in better planned, more compact areas.i;
These strategies are good for the environment and
public health too. Wtth destinations closer together in
a walkable neighborhood, people can choose whether
to walk, bike, take transit, or drive. Having these op-
tions means less air pollution from cars and trucks, as
well as less traffic on the roads. in addition, compact,
well plnnned development resurts in less paved area
per capita because it has smaller-scale parking lots and
roads. Because runoff from paved surfaces is a major
source of water pollution, reducing the amount of
paved area per capita helps protect water quality.
The Presidio's dramatic location and historic buildings make it attractive to residents and businesses.
.
.
.
A new neighborhood planned for the former Myrtle Beach Air Force Base.
.
Several military base reuse projects have explicitly
used smart growth techniques to plan redevelopment.
The former Lowry Air Force Base outside of Denver is
now a ftourishing community that preserves its military
history and honors its heritage as a training center with
several educational institutions. II also has homes,
shops, offices, and parks, all of which are welcome
additions to the surrounding neighborhoods. Orlando's
former Navill Training Center has become Baldwin
Park, an award-winning neighborhood that truly feels
like a community, with new, much-needed homes, eCD--
fogically important hnbitat, shopping, and offices-all
just 2 miles from downtown Orlando. The transforma-
tion of the former Naval Training Center into Liberty
Station reopened the San Diego Bay waterfront to the
public for the first time in more than 80 years, and it
preserved beautiful historic buildings while adding new
houses, offices, stores, and arts facilities. This guide-
book describes the smart growth techniques used in
these and other successful base redevelopments to
help communities with newly closed or partially closed
bases chart a vibrant, new future_
.
How can this
guidebook help
your community?
Many other documents describe the steps
that a community should take to develop and
implement a reuse plan for a closing military
base. A list of those resources appears in the
appendix. This guidebook, by contrast, pro-
vides infonnation on smart growth principles
that communities can use to develop a vision
of how a redeveloped base can enhance their
neighborhoods, economy, and environment.
It offers ideas for communities to weave this
vision into the redevelopment process to cre-
ate a reuse plan that is fair and economically
successful, provides people with choices, and
enjoys broad public support.
111111
3
1111 Introduction
.
Having a military base close or reduce operations can be traumatic for its host community. The future
is uncertain-residents worry about losing jobs and declining property vaLues, Local business owners
fear a devastating impact, and people are concerned about environmental contamination on the base.
The challenges may seem daunting, but many communities have transformed fonner bases into valuable
assets. Indeed, many of these redevelopments have become showplaces for the entire region-boosting
the economy, creating jobs, providing homes, and protecting the environment.
Planning for redevelopment at the former Lowry Air Force
Base
2
A completely or partIally closed base may offer a com-
munity a large parcel of land for redevelopment-and the
enticing potential for a new and enduring neighborhood
that brings jobs, residents, visitors, and tax revenue. By
accommodating grovvth on previously used land, the
property allows the community to add new businesses
and residents without having to build on undeveloped
land elsewhere in the area.
Many of the most successful military-base redevelop-
ment projects share several important traits. First, local
leaders began planning for redevelopment early, in some
cases even before they were certain that the base would
.
dose, and they p[an~ed \.~.'ith an eye toward long-term
benefits instead of short-term gains. They listened to
the community's desires, needs, and ideas and kept the
public involved throughout the redevelopment process.
They considered how best to balance the area's need for
jobs, homes, and public amenities like parks and natu-
rallands. They used the base's location, infrastructure,
historic buildings, and environmentally sensitive lands
to the best advantage. They emphasized good design to
create neighborhoods that would feel welcoming, fit in
with the surrounding community, be easy to get around
in, and become a place people would be proud to can
home. Communities around the nation have used these
strategies to plan for growth, maintain and improve their
quality of life, and protect public health and the environ-
ment. These approaches often are called "smart growth."
This publication will describe smart growth principles and
practices in more detail later on.
.
.
Contents
Introduction _ _ _ _ _ _ . . . . . _ _ . . . . . _ _ _ _ _ . _ _ _ _ _ . . . _ . . . . . 2
How can this guidebook help your community? _ _ . 3
Steps to success. . . . _ _ _ _ _ . . . . . . . . . . . . . . _ _ _ _ _ _ _ _ _ _ _ 5
Forming a local Redevelopment Authority . . . . . . . _ . _ _ _ _ . _ _ 7
Getting everyone on board . . _ . . _ . _ _ . . _ . . . . . . . . . . . . _ _ _ _ 8
Taking stock of assets and challenges _ . _ . . _ . _ . .. ........ 9
Creating a redevelopment plan for the base. _ _ _ . . . . . _ . _ . . . . 16
Involving the public _ _ _ _ _ _ _ . . . . . . _ . . _ _ . . _ . . _ _ _ _ _ _ _ 17
Incorporating good development practices. . . _ _ _ _ _ _ _ _ . _ . . . . . . _ 18
Crci1ting a business pran . . _ _ _ _ _ _ _ _ _ _ _ _ _ _ . . . . . . _ . . . . . . _ 22
.
Implementing the plan. . . . _ . . . . . _ . . . . . _ _ . _ . _ _ . . . . . . . . .22
Developing design guidelines and zoning consistent with the vision . _ . _ _ 22
Investing in infrastructure improvements. _ _ . _ . . . . . _ _ _ _ _ _ _ _ _ _ . 23
Keeping the public involved . . . . . _ . _. 23
Conclusion.
Case studies:
Baldwin Park, Orlando, Fl . . . . . . . _ _ . . _ . . . . . _ . _ _ _ _ . _ . _ . _ 27
liberty Station, San Diego, CA_ _ _ _ _ _ _ _ _ _ . _ . _ . . . . _ . . _ . . . .31
lowry, Denver, CO _ _ _ . _ . . . . . . . . . . . . . . . . . _ _ _ _ _ _ _ _ _ _ . . . 35
Appendix: Resources. . . . _ . _ _ _ . . _ . . _ _ . _ . . . . . . . . . . _ . . . . . _ _ 39
Endnotes _ _ . _ _ _ _ _ _ _ _ _ . _ _ _ . . . _ _ _ _ _ _ _ _ _ . _ _ . _ _ . . 41
Photo Credits _ . . _ _ _ _ . _ . _ . . . . . . _ _ _ . _ _ _ _ _ . 43
_ 25
.
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
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Gr
lees:
New life for Closed Military fadlities
.
~
~ILLS
City ot Arden Hills
Request for Council Action
Prepared by: Michelle Bruley 0.
Dept.: Finance ij.u
Council Mtg. Date: SeptemberlZ5, 2006
Final Action Needed By: September 25, 2006
Agenda Item 3.A..
Claims & Pavroll
Budgeted Amount: Across City Budqet - All Funds
Actual Amount: See Financial Implications
Funding Source: Across City Budqet - All Funds
Council Action Request:
Review and Approve Consent Agenda Item 3A - Claims and Payroll
Staff Recommendation:
Approve Consent Agenda Item 3A - Claims and Payroll
Advisory Commission Action:
Commission
Date
Action
Planning
PTRC
. __.._ _ _ ___ ._m.""_____
Supporting Documents (which are
to
Not Applicable
Not Applicable
Not applicable
o Memo/Letter:
.
o Resolution (No. )
o Ordinance (No. )
o Engineering Recommendation:
o Attorney Recommendation:
o Other:
Payroll and Claims Reports
Financial Implications:
Payroll #18- $73,41427
Accounts Payable Claims Since 9/11/06 Council Meeting:
1. Paid Claims - Batch 001-09-2006:
2. Paid Claims - Batch 002-09-2006:
3. Paid Claims - Batch 003-09-2006:
4. Paid Claims - Batch 005-09-2006:
5. Paid Claims - Batch 006-09-2006:
6. Unpaid Claims - Batch 004-09-2006:
7. Unpaid Claims - Batch 007-09-2006:
Claims Total
Administrator/Staff Comments:
$ 2,118.90
$ 9,510.45
$ 31,833.38
$ 16,000.00
$ 327,400.78
$ 9,404.79
$ 196,622.34
$ 592,890.64
.
Page 1 of 1
.
.
.
CITY OF ARDEN IIILLS
CHECKS DATED 9/8/2006
(P/R#18)
FIRST SEPTEMBER PAYROLL
II~MPhOY~Et'AM.K .11
(Biweekly. 8119/06 to 9/lJ06)
I EMl'mYE~DEDtlcrlONS> 1 Al\n> '.IClTY.BE!\~FTTI
FIT 6.70907
SIT 2,41990
FICA Oasdi 3,268.36 3,268.36
FICA Medicare 764.40 764.40
ITOTAL TAXES 1 13,161.731 4,032.76 1
Freonert, Jackie
Johnson, Schav,.TI
SiJseth, Pang
S\....eency, Pamela
Wolfe, Michelle
Barton, Karen
Byl, Sandra
Brulev, Michelle
Lehnhoff, James
[l\1C1illcnga, Jolm
Scherbel, David
Siddiaui, MLlJ1uza
A.ndrews. Aaron
Freyberger, Scotl
Mooney, Joseph
Perron. James
NO\.."1an. Anthon I
Saxe, Pete
Schifsky Mike
Winkel. David
Frid, Jeffrey
Olson, Michelle
Berger, Brian
llarris, Rohert
Bonemeyer, Alex
Grant, Sara
I 1
FSA I Iealth Premium 1.260.00 I Ll 06.00
FSA Dental Premium 229.99 299.68
FSA Health Care Reirnb. 459.37
FSA Dependent Care Reimb 41666
ITOrAL FLEXIBLE SPEJ'(DlNG 1 2,366_021 11,405_68 1
PFRA 2,230.29 2.433.07
leMA 1.4]5.76 37691
Central Pension Fund-Union 61440
ITOr AI. RETIREMENT 1 4,260.451 2,809.98 1
Affinitv Plus Fedcral Crcdit Union 9,315.15
lUOE 49 Dues (Union 12000
L TD/STD lnsurance 369.04
PEM Life Insurancc 30.00
ifeiAddllDco Lite 147.30 92.00
United Wav
Mn Child Suoport 326.23
ITOTAL VOLIINTARY I 9,938.681 461.041
Total Emp]ovee Deductions 29.726.88
NctPavrolJ 6,939.47
Direct Deposit 27,353.61
Gross Pavroll Tic-Out 54,704.81
Plus City Paid Benefit 18.709.46
ICMA Benefit Held 0.00
11'01' AI. PAYROLL COST
73,414.27 1
IF1CKnF"OQ'1' 1
Gross Pavroll 54.70481
Less Total FSA 2)6602
Plus Employer Match ICMA 376.91
Net P/R Subject to FICA 52.715.70
FICA Oasdi !jiJ 6.20% 3.26836
fICA Medicare (W ] .45% 764.40
Note: Federal ,md State Payroll Tax obligations are saLisfied by means
of utilizing the "Taxtcl" Electronic Tax Deposit Service. Trans-
ters are typically made t\\'O business dl1YS atter the payroll Jate.
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. Prepared by, KG~'
Dept.: Engin ering
Council Mtg, Date: 9/25/06
Final Action Needed By:
~
~HlLLS
City of Anlen Hills
Request for COlmcll Action
Agenda Item 38
Motion to approve Payment #3 to Amt Construction Company, Inc. for
the 2006 PMP Proiect
Budgeted Amount $1,764,000.00
Actual Amount $2.101.114.16
Funding Source: Various
Council Action Request:
Motion to approve Payment #3 to Amt Construction Company, Inc, in the amount of $172,153,78 for the
2006 PMP Project
Staff Recommendation:
Approval of Payment #3 to Arnt Construction Company, Inc, in the amount of $172,153,78 for the 2006
PMP Project.
Advisory Commission Action:
Commission
Date
Action
NotApplicable
.t-JOti\p'plicablE!.
.___[\J_o'-~plic"ble_
Planning
PTRC
. Supporting Documents (which are attached to this Action Form):
o Memo/Letter:
o Resolution (No, )
o Ordinance (No, )
t2:I Engineering Recommendation:
See attached memo
o Attorney Recommendation:
t2:I Other: Pay request No, 3
Financial Implications:
The following breakdown shows the funding sources and amounts for Payment #3:
General Fund: $57,491,00
Storm Sewer Fund: $59,233,32
Sanitary Sewer Fund: $0,00
Watermain Fund: $55,429.46
Administrator/Staff Comments:
.
Page 1 of 1
.
.
.
URS
AGENDA ITEM 3.8
Thresher Square
700 Third Street Soulh
Minneapolis, MN 55415
Phone: (612) 370-0700
Fax: (6]2) 370-1378
To:
Cc:
Kristine Gigal Arden Hills
Michelle Wolfe / Arden Hills
Greg Brown! URS Corp
Mark Lynch! URS Corp
File:
31809837
From: Frank Ticknor/ URS Corp
Date: September 20, 2006
Subject: 2006 Pavement Management Program,
Ridgewood Neighborhood
Constmction Contract Requesl for Payment #3
Background
The City of Arden Hills awarded Amt Constmction Company, Inc, of Hugo, MN the 2006
Pavement Management Program on June 12,2006 for a total contract amount of$I,808,584,32,
Change Order #1 and Change Order #2 have been approved by Council resulting in a current
contract amount of $ 1,703,3 14,16,
Project Status
The utility contractor has now completed storm sewer, forcemain, and watermain installation on
all the streets in the neighborhood, TIle only utilities left to build are the storm sewer piping
west of Siems Court which will be done in the next week or two, Tree removal has been
completed in the wetland area west of Siems Court and south of Lake Johanna Boulevard in
preparation for the pond excavation and the storm sewer installation, Curb & gutter and
driveway aprons were built on Skiles Lane, Ridgewood Road, and half of Arden Place,
Roadway base constmction has now been completed on Arden Place; Siems Court is the last
roadway base to be constmcted, The excavation of the retaining walls is currently taking place
in preparation for wall constmction,
Recommendation
URS recommends the Council approve Pay Estimate #3 for Amt Construction Company, Inc, of
Hugo, MN in the amount of$I72,153,78,
APPLICATION FOR PAYMENT
PAYMENT NO.3
lJRS Copy
..,( {';,.. r>,c.;y
1'--1 -u-t
Ccnif3:tor Copy
In!p''/,;;r Copy
.
Project:
Owner:
Owner No,:
Contractor:
URS Job No,:
Application Date:
For Period Ending:
2006 Pavement Management Program 1 Ridgewood Neighborhood
City of Arden Hills
Amt Construction
31809837
9119/2006
9/15/2006
Original Contract Amount:
Contract Amendments:
Contract Amount To Date:
Total Amount of Work Complete To Date:
Material Suitably Stored On-Site but not
Incorporated Into Work:
Gross Amount Due To Date:
Less 5,00% Retainage:
Amount Due To Date:
Less Previous Payments:
Total Due This Application:
$1,808,584,32
-$105,270,16
$1,703,314,16
$967,887,88
$0,00
$967,887,88
$48,394,39
$919,493.49
$747,339.71
$172,153,78
I hereby certify that all items and amounts shown are correct for the work completed
to date,
By:
.
Date: <3 ~ ....2-0- 0(;,
The work shown on this project and the application for payment have been reviewed
and the amount shown is recommended for payment
By:
Date: if - /,0-0 (,
APPROVED FOR PAYMENT
Owner: City of Arden Hills
By:
Date:
.
1 of 10
.
.
.
Payment History
Payment
Number
Payment
Application
Date
8/22/2006
9/6/2006
2
Payment
End Date
8/17/2006
9/1/2006
Amount
$487,812,59
$259,527,12
Total Payments:
$747,339.71
2 of 10
Conlract Contract To Date .
No, MnDOT No. Item Description Unit Unit Price Quantity Amount Quantity To Date Amount
ORIGINAL CONTRACT
SCHEDULE A - ROADWAY
20/1.501 MOBiLIZATION LS $\28,000.00 0.62 $79",360.00 0.62 $79.360.00
2 2101.502 CLEARING TREE $320.00 42.00 $13,44000 40,00 $12,800.00
3 2101.507 GRUBIlING TREE $120,00 42,00 $5.040.00 2900 $3,480,00
4 2104501 REMOVE BJTUMINQUSCURB!.GUIIER LF $1.00 BO.OO $80.00 000 $000
5 2104,501 REMOVE TIMBERJ WOOD RfT AINING WAU L> $6,00 1,190,00 $7,140.00 000 $0,00
2ro4,505 REMOVE BITUMINOUS PAVEMENT SY $175 15,82300 $27,69025 15.(00,00 $?6,250.oo
2104 ~iO~ REMOVE BITUMiNOUS ORtVEWAY PAVEMENT SY $3.00 2.040.00 $6,120.00 1,000.00 .$3,000.00
210450!:, REMO\IE cor-lCRFIE DIlIVEWAY PAVEMENT SY $4.00 90000 $3,600,00 300.00 $1,200.00
2104,511 SAWING CONCRETE PAVEMFNl (l'Ull DEPTH) LF $200 517.00 $1,03400 '0000 $200.00
'0 210i\513 SAWltlG BITUMI~,OUS PAVEMENT lruu DEPTH) LF $2.00 895.00 $1,790.00 500.00 $1,000.00
2104.523 S~VAGESIGNTYPEC EA $3000 800 $;>4000 5.00 $150.00
2 2104~,23 SALVAGE SIGN-STnEET SIGN EA $4000 7.00 $280.00 000 $000
3 2104.523 SALVAGE MAilBOX AND POST EA $20.00 54.00 $1,OBO.00 3!'dX] $700.00 .
4 2104523 SALVAGE AND INSTAl l PAVERBRICKS SY $2000 3000 $00000 000 $0.00
5 2104.523 SALVAGE ANOINSTALl PRIVATE LAW)SCAPING LS $900.00 '00 $900.00 000 $0.0:'1
6 2104.601 HAUl SAlVAGHl MATEnlf,l LS $40000 1.00 $400.00 '00 $400.00
7 2104603 BUlKHEAOPIPE EA $520.00 800 $4,160.00 200 $1.040.00
2105501 COMMON EXCAVATION '" CY $12.34 12,7i'9OQ $157,69286 10,000.00 $123,400.00
2105507 SUBGRAOE EXCAVATrON (EV) CY $12.34 100.00 $1,2:3400 000 $000
2105 522 SELECT GRANULAR BORP.oW jCV) jP) CY $14,22 5,70500 $61,12~dO 4,000.00 $-56,880_00
2105525 TOPSOIL BORROW Il V) CY $12.00 50.00 $600.00 000 $000
::'123610 STRFfT SWf;EPER (WITH PICKUP 8ROOMi HOUR $0.01 6400 $0.64 16.00 $0.16
2211.501 AGGREGATE BASE. CLASS 5 TON $1152 1,00000 $11,52000 60000 $6,91200
2211.503 AGGREGATE BASE {CV\, CLASS 5 W, CY $31.14 2,73000 $85,012.20 2,000.00 $62,280.00
2350501 riPE l.V:3 WEAf1ING COURSE MIXTURE tB) TON $51.00 1,13JOO $57,90700 000 $0,00
.
30110
Contract Contract To Date
-10. MnDOT No. Item Description Unit Unit Price Quanlity Amount Quantity To Date Amount
6.50,502 IYPE LV 3 NON WEARING COURSE MIXTURE 18) TON $4(>,00 1,405_00 S81,440GO 000 $0.00
7 2350,504 TYPE LV 3 WEAI1ING COURSE MIXTURF. IDRIVEWAYS) SY $2200 1,492_00 $32,824_00 000 $0_00
2357502 BITUMINOUS M4TERIAL FOR TACK COAT GAL $2.40 900.00 $2,160_00 000 $0_00
2411,607 WOOD STAIRS SF $32('.{l 9900 $3,168.00 000 $000
2411.618 MOOUlAR BLOCK RETAINING Villi SF $20_60 5,871.00 $120.942.60 000 $0_00
2:>04603 REPAIR IRRIGATION SYSTEM {RESIDENTIAL) EA S800_00 20.00 $16_000_00 000 SO_OO
?506_522 ADJUST RING FRAME AND CASTING ISANITARY SEWERl EA $450.00 21_00 $9,450,(l() 000 $0,00
2521.618 SPECIAL WALK SF $1240 138()Q $1,l1120 0,00 $0_00
2531_501 CONCRETE CURB & GUTTEHDESIGN 8618 LF $9_14 2.274_00 $20,784_36 1,02300 $9,350_22
2531501 CONCRFTE CURB & GUTTER DESIGN S518 LF $8.98 8,720.00 $78,30,,60 5219.00 546.866,62
2531507 6. CONCRETE DRIVEWAY PAVEMENT SY $44_00 438_00 $19.272.00 -10_00 $1,760_00
2531.507 7'CONCRETE DRIV[WAY PAVfMf)H APRON SY ',",00 598.00 $28,704.00 220_00 $10,560_00
2531.603 7" CONCRETE VAUEY GimfR LF $29.00 36.00 $1,04400 20.00 $580_00
25~i5.5or BITUMINOUS CURD IF $9_00 1i3.00 $1,01700 000 $0_00
2540.602' F &. I TEMPORARY MAILBm: ANO SUPPORT fA $10.00 5400 $540.00 '"00 $400.00
.0602 FURNISH AND INSTill MAiLBOX AND SUPPORT EA $150_00 19,00 $2,850_00 000 $0,00
2540_602 INSTAlllolAlLBOX EA $100,00 35,00 $3,50000 000 $0.00
2557,603 F&JFENCE{SPLlTRAILi LF $12_00 30000 $3,600_00 0,00 $000
2563.601 TRAFFlC COtHFlOL LS $4,000 00 '00 $4,000_00 1.00 $4,00000
2564.531 F & I SIGN PANR TYPE C SF $4000 3600 $1,440_00 000 $0.00
2564.602 INSTALL SIGt4 TYPE C (STREn slmlsl EA $14000 700 $980_00 000 $0.00
2571.502 DECIDUOUS TREE 2.5" CAl8&B TREE $494.00 13,00 $6,42200 000 $0.00
2573.501 INLET PROTFCIION ICATCH BASINj EA $20.00 40.00 $800_00 000 $0_00
257350;:> EROSION CONTROl rENCE, TYPE HEAVY D\JTY EA $001 9,25000 $92,50 3,00000 $30_00
2573602 flOCK CONSTRUCTION EN] HANCE EA S500.00 400 $2,00000 000 $0.00
2575_505. SODDING, TYPf lAWN WITH 4. TOPSOIL SY $3.40 6,30900 P\,45060 000 $0_00
2575.532: COMMERCIAL H RI ANALYSIS 22-5-10 (200 tBS/AC) LO $0_70 260_00 $182_00 0.00 $000
2575.6G::l CONSTRUCTION FENCE (ORANGE) LF $3.00 100.00 $300JXJ 000 $0.00
Schedule A - Roadway Subtolal $999,105.91 5452,599.00
.
40110
.
50110
Contract Contract To Date
'10. MnDOT No. Item Description Unit Unit Price Quantity Amount Quantity To D4Ite Amount
7.01602 TRASH GUARD fOR 29' ~ 18" ARCH PIPF APRON FA $506.00 3,00 $l,5I800 000 $000
8 2502,541 4 INGHPEP.F. PVCPIPE DRAIN Lf $350 2.150.00 59,625,00 1,180.00 $4,13000
9 2503.541 121NCf( RC PIPE SEwm DESIGN 3006 Cl V LF $..14.00 2,ClO9.00 $68,306.00 1.72800 $58,752.00
0 2503.541 15 INCH RC PIPE SEWER DESIGN 30Gb Cl V LF $36.00 26900 $9#14{)O 302.00 $10,87200
2503.541 1B INCH He PIPE SEWER DESIGN 3006 Cl V Lf $40.50 67.00 $2,713,50 52.00 $2,106.00
2503,541 21 iNCHRC PIPE SEWER DESIGN 3006 CllV LF $43.40 333.00 $14,45220 278.00 512,06520
2503541 21 INCH RC PIPE SEWER OESIGN 3006 Cl V LF $4800 56000 $26.880,00 55800 $26,184.00
2503541 241HCI-I RC PIPE SFWEP. DESIGN 3006 CL III LF $49.00 258.00 $12,84200 263.00 $12,B87.oo
2503.541 29 X1BJNCH RC ARCH PIPER SEWER DESIGN 3OiI6 ClllI (24" EQUIVALENT) LF $78,00 11100 $8,6~)8 00 000 $0.00
2503.541 181NGH HOPE PII-'E .sEWER jDIRCCTIONAI. 60HI::D) LF $154.00 230.00 $3-.<;',42000 000 $0.00
250~.541 3lllNCHRCPIPFSEWERDESIGN3006CllII LF $63,00 151.00 $9.513.00 0.00 $0.00
2503.602 CONNECT TO EXISTING STORM SEWER EA $1.020.00 300 $3,060,00 100 $1,020_00
2506501 CONS, DRAINAGf STRUcrURE DES 48-4()20 LF $250_00 155.43 $38,857.50 123.26 $30,815.00
2506,501 CONS, DRAINAG~. SIRUCTURE D[S5~4()20 L $294.00 22.84 $G,l1496 22.84 $6,714.96
2506.501 CONS, DMIN"r.,f SlRUC1Urn: DES 66 4020 L $442.00 15.69 $6,93498 9.67 $4,274.14
'.501 CONS, DMINAGE STRUCTURE DES M-4020 L $86000 571 $4,910-60 5,70 $4,902.00
2506.501 CONST DMINAGE STRUCTURE OES 2XJ L $204.00 61.49 512,543,96 5718 $11,664.72
2506.516 CONSTORAINAGE STRUCTURE SPECiAl - WOODI::N SKIMMER EA $3,600.00 2,00 $7,20000 1.00 $3,600.00
2506.516 CASHNG ASSEMBLY EA $542.00 4600 524,932.00 39.00 $?1.138.00
2511501 RIVER RUN 80l1LOERS (RIP RAP) TON $156.00 110.00 $17,160.00 3fi,,'O $5.616.00
2571501 CONIfEROUS IREI' B' tIT 8&l:J TRIOE $41400 2000 $6.280.00 000 .$0,00
25n502 DECIDUOUS TREE 2.5" CAL 8&8 TREt' $49400 21.00 $10,37400 000 .$0.00
2,,71.503 DECIDUOUS TREE -MUlTlSTEM 10' HI8&S TREE $484.00 2.00 $9?8.oo 200 $92800
2571.505 DECIDUOUS SIIRUB #~CONT SHRUB $58.00 274.00 $15,89200 97.00 $5,526.00
2571.507 PfRfNNIAl. 4. PLUG PLANl S8.00 1,534.00 $12,27200 617.00 $4,936,00
2571508 DECIDUOUS TREE - MUlTlSTEM 10 GAl (RAINWATER GARDENI TREE $13!)OO '00 $540.00 0,00 $0.00
2571,509 DECIDUOUS SHRUI:! #5 CONTIRAINWATERGAROl':Nj SHRUB $58.00 2400 $1,392.00 000 $0.00
2571510 DECIDUOUS SHRue #1 CONT (RAINWATER GARDEN) SliRUB $1480 44.00 $65120 000 $0.00
.
60110
Contract Contracl To Date
'0, MnDOT No. Uem Description Unil Unit Price Quantity Amount Quantity To Date Amount
2571,511 PERENNIAL ill CONT IRAiNWATEf\GARO[~lJ PLANT S15,00 205.00 $3,07500 0.00 $0.00 .
2571.512 PERENNiAl 4. PLLiG !RAlr.'\r\IATER GARDFN) PLANT $700 77600 $5.'132,00 000 $0_00
2575,51! MULCH TYPE 6111AINWATfR GARDENl CY $48,00 4400 $2,11200 000 $0.00
2575.604 PlANTER EDGING Le $2.50 1,12500 $2,812.50 OOO $0.00
2573,501 BAIFCI1FCK EA $6.00 50.00 $300,00 10.00 $60.00
2573505 FLOATING SILT CURTAIN LF $12.00 225,00 $2,700,00 0,00 $0,00
2575.501 S[EDING (HYDROSEED~ ACRE $808.14 1. ~;6 $1,260.70 000 $000
2575,505 SODDING, TYPE LAWN WITH 4' TOPSOIL SY $320 1..30000 $4,160,00 000 $0,00
2575.532 COMME;RClAL FEAT ANAL )'$IS 22-5-1ll1200 18&'AC) LB $0.70 332.00 $23240 000 $0,00
2575.608 SEED MIXIUAE il3h liI4lBS'AC) LB $7.1l0 9900 $772.20 000 $0,00
2575,608 SFFD MIXIURE ~33(lIM-LES.'Aq LB $5.00 3100 $155,00 O,OO $000
Schedule B . Storm Dr3in3ge Subtot31 $499,7B8.41 $296,696.08
~HEDULE C - WATERMAIN
2021.501 MOBILIZATION LS $128.000OQ 0.11 $14.080.00 011 $14,080.00 .
2104.501 REMOVEWATfR!.'.AIN LF $16,00 120.00 $1,920.00 237.00 $3.79'2.00
2104.50!f REMOVE GATE VALVE'; BOX (6" WI EA S520.00 1000 $5,20000 7oo $3,E)4G.OO
2104.509 REMOVE HYDRANT & VALVE FA $760_00 12.00 $9.360,00 4.0{) $3,120.00
2104509 REMOVE CURH$TOP AND DOX FA $520.00 1400 $7,260,00 200 $1,040.00
2504,603 ". HOPE WA lERMMllDIREGTIONAL 80RED) LF $3800 1,44600 $54,948.00 1,::'50.00 $47,500_00
2504.602 CONNECT TO EXISTING WAfERMAIN EA $1,560.00 500 $7,800.00 5oo $7,800.00
2504 602 ABANDON WATER SFRVICE E^ $520.00 14.00 $7,280.00 11,00 $5,720.00
2504602 F&IHYDfWfT AND GATE VALVE EA $3,520.00 1200 $012,240.00 '00 $14,080,00
2504.602 6" GATE VALVE AND BOX EA $1.10000 400 $4,40000 200 $2,200.00
2504602 a"GATEVALVf ,\NDP.OX EA $1.660.00 BOO $13,28000 600 $9,960.00
2504602 6' WATERMAIN WCTILE IRON Cl ~2 LF $37.40 20000 $7.480.00 83.00 $3J04.20
2504 602 B. WATERMAn" DUCTIlF IRON CL 52 LF $4\.20 300.00 $12,.16000 38800 $15,911560
.
lllf1D
Contract Contract To Date
10, MnDOT No. Item Description Unit Unit Price Quantity Amount Quantity To Dale Amount
14.04602 RECONNECT WATER SERVICF EA $575.00 1400 $8,05000 11.00 $6.325.00
15 2504,602 I' CURB STOP ANDflDX EA $350.00 1400 $4,900.00 1,00 $700.00
'6 2504 602 1" COPPORATION STOP EA $24800 "00 $3,47200 11,00 $2,72600
'1 2504.603 I" TYPE K COPPER PIPE (DIRECT IONAl BORED) LF $2300 77000 $17,71000 1~.400 $3,542.00
2504,603 HYDRANT EXTENSIOr<S LF $564.00 12.00 $6,76800 000 $0.00
9 2r,04 603 GAI~ VALVE BOX EXTENSIONS LF $WOOO '600 $3,040.00 000 $0,00
'0 250460i1 2'PQLYSTYRENE INSULATIO!--J SY $24,00 36.00 $864.00 0.00 $0,00
'1 2504 608 WAT~HMAIN FmlNGS LB $800 94800 $7,584.00 1,066.00 $8,528,00
Schedule C - Waermain Sub10tal $240,016.00 $153,844.80
::;HEDULE 0 - SANITARY SEWER
2021501
MOBILIZATION
LS $30,000.00 006 $1,80000 006 $1.800,00
LF $3940 40,00 $1.57600 000 $000
LF $2680 2,02500 $54.270J)0 1,900,00 $50,920.00
EA $6.014.00 200 $12,028.00 200 $12,028.00
S<:hedule D . Sanitary Sewer Sublotal $69,674.00 $64,748.00
2503603
4'PVC SANITARY SEfiVICE
2503.603
6' HOPE SANITARY FORCEMAIN (DIRECTIONAL AOR~OI
'.=
CONNECT TO EXISTING SANIl ARY SEWER MANHOLE AND FORCEMAIN
ORlGINALCONTAACT AMOUNT SUBTOTALS
$l.11lli1.SB4.3~
S%7,8l>7.a8
SCHEDULE E - CHANGE ORDER NO.1
IANGE ORDER NO.1. ROADWAY
COMMON EXCAVATION
Cy
$1234
(91000)
($11,22940)
000
$0.00
BLJLKHfAOPIPE
EA
$520.00
(2.00}
[$1,040(0)
000
$0.00
Schedule E - Change Order NO.1 Roadway Subtotal
($12,269.40)
$0,00
.
BollO
Contracl Contract To Date
No. MnDOT No. Item Description Unit Unit Price Quantity Amount Quantity To Date Amount
:;HANGE ORDER NO.1. STORM DFlAINAGE .
COMMON CHANNEL EXCAVATION CY $1458 578,00 $8,42724 000 $0,00
2 29"XI6'RCPIPEAPRON EA $1,45000 (300) ($4.3110QO) 000 $000
3 29"X1S'TRASHGUAAD FA $506.00 (2.00) ($1,01200) 000 50.00
, lz"nCPIP[ Lr $2400 (200.00) ($6.600.00) 000 $0,00
2,""X18"RCARCHPIPE LF $78,00 (111.001 ($8,65800) 0.00 $0.00
2 lWHDPEPIPESEWEf1 LF $t54.oo (230.00) ($35.42000) 0,00 $0.00
3 3(l' RC PIPE LF $6-.100 12800 $8,064.00 0,00 $0,00
, 48" DRAIN/,GE STRUCTURE LF $250.00 (1000) ($2,500.00) 000 $0.00
FLQATlNGSILl CURTAIN LF $12.00 (100.00) ($1,200(0) 000 $0.00
2 LIMESTONE ROCK WAil SF $2400 (81 (0) ($1,9M,oo) 000 $000
Schedule E - Change Order No. 1 Storm O1"ainage Subtotal {$4S,422.76) $0.00
HANGE ORDER NO.1 - WATERMAlN
2
REMOVE GATE VAlVlc AND BOX EA $520.00 (3.00) {$1,560.00) 000
REMOVE HYDRANl AND VAlVE EA $780,00 (7.00) f$5,460.00) 000
FKIHYORANT AND GATE VALVE EA $3,520,00 (7.00) ($24,640.00) 000
t;"(;AWVAlVE AND BOX EA $1,100,00 {3.00) i$3,3oo.00) 000
WGA1EVALVEANDflOX EA $1,136000 (200) ($3-.32000) 000
6"WATEI1MAIN DIP Cl 52 LF $3740 (150.00) {$5.61000} 000
S'WATERMAlN DIP Cl&2 LF $41.20 (20000i ($8.24000) 0.00
HYDf!ANTEXTENSIONS LF $564.00 {ROO} ($3.384,00) 000
GATE VALVE EXTENSIONS LF $19{].00 (1000) ($'1.90000) 000
WATERMAIN FITTINGS lB $8.00 (448.00) ($3,584.00) 000
3
4
2
3
,
2
$0.00 .
$0.00
$0.00
$0.00
$0.00
$0.00
$000
$0.00
$0.00
$0.00
$0.00
Schedule E - Change Order NO.1 Watermair\ Subtotal
($60,998.00)
SCHEDULE F - CHANGE ORDER NO.2 - WATERMAIN
TEMPORARY WATER SYSTEM
LS
$13.420.00
$13.420,00
100
0.00
$0.00
SChedule F " Change Order NO.2 - Watermalo Subt(>~l
$13,420_00
CHANGE ORDER SUBTOTALS
1$\0~':>70.H;)
GRAND TOTAL $1,703,314.16
90110
$0.00
$0.00
.
$967,887.88
. Application for Payment: Itemization Summary
.
.
Contract To Date Amount of
Schedule Amount Work Completed
A - ROADWAY $999,105,91 $452,599,00
B - STORM DRAINAGE $499,788.41 $296,696,08
C - WATERMAIN $240,016,00 $153,844,80
D - SANITARY SEWER $69,674,00 $64,748.00
E - CHANGE ORDER NO, 1 -$118,690,16 $0,00
F - CHANE ORDER NO, 2 $13,420,00 $0,00
Grand Total: $1,703,314,16
$967,887,88
10 of 10
.
.
.
~
..,-\~ HILLS
City ot Arden Hills
Request for Council Action
Prepared by: SPJ
Depl.: Admin
Council Mtg, Date: 9/25/06
Final Action Needed By: 9/25/06
Agenda Item7;A.
Motion to Approve Ordinance No, 380 Amendinq Chapter 4 "Animal and
Pets' of the Arden Hills Citv Code
Budgeted Amount: NA
Actual Amount: NA
Funding Source: NA
Council Action Request:
City Council Motion to Adopt Ordinance No, 380 Amending Chapter 4 "Animal and Pets" of the Arden
Hills City Code-
Staff Recommendation:
Motion to Adopt Ordinance No, 380 Amending Chapter 4 "Animal and Pets" of the Arden Hills City Code-
Advisory Commission Action:
Commission
Date
Planning
PTRC
Supporting Documents (which are attached to this Action Form):
Action
r-Jotp,jJ[lIi"alJl,,-
Not
I2J Memo/Letter:
Memo from Assistant City Administrator Schawn Johnson and City Attorney Jerry Filla -9/20106
o Resolution (No,
I2J Ordinance (No,380)
o Engineering Recommendation:
o Attorney Recommendation:
o Other:
Financial Implications:
Administrator/Staff Comments:
Page 1 of 1
.
.
.
~
.-A~HILLS
MEMORANDUM
DATE:
September 20, 2006
AGENDA ITEM: 7.A,
TO:
Honorable Mayor and City Council Members
Michelle A. Wolfe, City Administrator
Schawn Johnson, Assistant City AdministratorsiC'S
Jerry Filla, City Attorney
FROM:
SUBJECT:
Motion to Approve Ordinance No, 380 Amending Chapter 4 "Animal and
Pcts" of the Arden Hills City Code
ENCLOSURES:
Proposed Animal Control Ordinance No, 380
Overview
Due to recent legal litigation that the City was involved in, City staff has been preparing a
revised animal control ordinance for the City, The proposed ordinance would amend Section
400 of the Arden Hills City Code,
Section 400,04 "Dangerous Dogs" of the proposed ordinance describes in more detail the City's
procedures for dealing with a dangeroLls dog situation, The proposed ordinance addresses a
dangerous dog situation in the following manner:
l, Animal Control Officer or law enforcement official is responsible for detennining
whether a dog is potentially a dangerous dog or is a dangerous dog,
2, Animal Control Officer or law enforcement officials shall provide the owner with written
notification stating that the dog is potentially dangerous or is deemed dangerous, The
notice shall comply with the requirements stated in Minnesota statutes 347,50 through
347,53,
3, Any dog declared dangerous must have a microchip implanted for identification
purposes,
4, A dangerous dog must also be photographed by thc Animal Control Officer for
identification purposes,
5, Thc owner of a dangerous dog may appeal the determination to the City Administrator
within ten days of receiving the written notification, If the owner appeals the decision
within ten days, a hearing shall be held within thirty days after the City's receives the dog
owner's appeaL The City Administrator shall assign a hearing examiner to hear the
appeaL The findings and conclusion of the hearing shall be made within ten working
days after the hearing and a copy of the written report shall be presented to the dog's
owner. The decision of the hearing examiner shall be the final decision of the City, .
6, Ifthe dog is declared dangerous by the City of Arden Hills, the dog must be registered by
the City of Arden Hills and placed in an enclosure with proper signage identifying a
dangerous dog on the property,
7. Animal control may require a dog declared dangerous to be sterilized, If the property
owner refuses to have the dog sterilized, animal control may have the dog sterilized at the
owner's expense, Also, animal control may inspect the dog to make sure that it has been
sterilized,
8, Animal control may retain custody of a dangerous dog pursuant to Minnesota Statute
347,50 and 347,51. Also, the owner of a dog that is declared dangerous must notify
animal control and the City in writing of the dog's death, transfer of its residence outside
of Arden Hills, or its transfer to the City of Arden Hills within thirty days,
The proposed ordinance adopts Minnesota State Statute 347,50 as the City's regulations for
handling a dangerous dog situation, The proposed language change would also implement a
standard procedure for City staff to follow when dealing with a dangerous or potentially
dangerous dog ease,
City staff is also recommending the implementation of restJietions pertaining to the leashing of
animals, feeding of wild animals, and animal enclosures, The following is a brief overview of
the additional language that has been added to the proposed animal control ordinance,
Section 400,03 of thc animal control ordinance addresses the restraining (leashing) of animals .
that are in public places such as school properties, trails, parks, open spaces, and streets, A
property owner must also keep his/her pet in a confined space that is located on the individual's
propcrty which provides adequate fencing, leash, enclosure, or has an approved pet containment
system,
Section 400,03 of the animal control ordinance also addresses pet containment systems, Arden
Hills dog owner's that wish to use a pet containment system are required to register thc systcm
with City Hall and place proper signage identifying thc pet containment system, The sign age
cannot be placed in the public right-of-way,
Section 400,12 of the proposed ordinance addresses the feeding of wild animals, Residents
would not be allowed to feed wild animals or mammals using grain, fruit, vegetables, nuts, salt
licks or any other food that attracts wild animals, Bird feed that is placed in a bird feeding
device is excluded from this provision,
Research
City staff has researched a number of animal control ordinances that have been implemented by
communities throughout the metropolitan area, The following municipal animal control
ordinances were review by City staff in drafting the proposed ordinance:
. City of Shoreview;
. City of Maple wood;
. City of Minneapolis; .
2
.
.
.
. City of Cottage Grove;
. City of Rose vi lie;
. City of Columbia Heights;
. League ofMirillcsota Cities animal control ordinance guidelines,
City staff has incorporated language from the Cities of Shoreview, Cottage Grove, Roscville, and
Minneapolis into the proposed animal control ordinance for the City of Arden I-hils,
Staff Recommendation
Motion to Approve Ordinance No, 380 amending Chapter 4 "Animals and Pet" of the Arden
Hills City Code,
3
.
.
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~
0'\~ HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
ORDINANCE NO. 380
AN ORDINANCE RELATING TO THE CONTROL OF ANIMALS
WITHIN THE CITY OF ARDEN HILLS
The City Council of the City of Arden Hills hereby ordains that Chapter 4 and its
subdivisions of the Arden Hills City Code is hereby amended to read as follows:
Chapter 4 "Animals and Pets.
400.01 Definitions. The following definitions shall be used in the application and
interpretation of the provisions of this chapter:
1, Animal. Any non.human mammal, reptile, amphibian, or bird.
2,
Animal Control Officer. An individual or employee of a business retained
by the City for purposes of enforcing the provisions of this Chapter; or a
member of the City's law enforcement agency.
3, Animal, Domestic. Animals kept within the home as pets, such as fish,
dogs, cats, household bird, and similar animals,
4. Animal, Non-Domestic. Animals which are kept outside the home for
purposes of food or pleasure such as cattle, hogs, horses, bees, sheep,
goats, chickens, birds, such as falcons and pigeons, and similar animals.
5. Animal, Wild. Any animal which is of a species not usually domesticated
and of a species which, due to size, wild nature or other characteristics,
is dangerous to humans and would ordinarily be confined in a zoo or
found in the wild, The term includes but is not limited to:
(a) Animals and birds, the keeping of which is licensed by the state or
federal government, such as wolves, raptors, and pheasants.
.State law references C Anthority to regolate animals, lVI,S. S 412,221 (21); animals
generally, M.S, Ch,346
4 - 1
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Eagles, ocelots, jaguars, cougars, weasels, wild ferrets, badgers,
monkeys, chimpanzee, deer, and bison,
Crossbreeds of wild animals and domesticated animals such as the
cross between dogs and coyotes and dogs and wolves,
Any large cat of the family Felidae, such as lions, tigers, jaguars,
leopards, cougars and ocelots, except commonly accepted
domesticated house cats,
Any member of the family Canidae, such as wolves, coyotes,
dingoes, and jackals, except domesticated dogs.
Any poisonous snake such as a rattlesnake, coral snake, water
moccasin, puff adder, or cobra.
Any snake or reptile which by its size, vicious nature or other
characteristic is dangerous to human beings.
Any skunk, raccoon, or fox whether captured in the wild,
domestically raised, descented or not descented, vaccinated
against rabies or not vaccinated against rabies.
Any bear, ape, gorilla, monkey, or badger,
Any other animal or reptile which is commonly considered wild,
6, At Large, An unattended animal on public property; or an unattended
animal on private property without the consent of the property owner,
7,
Cat. Any domesticated feline animal, male or female, whole or
neutered.
8. Dangerous Dog, Any dog that has committed any of the acts set forth
below:
(a) Without provocation, inflicted substantial bodily harm on a
human being on public or private property;
(b) Killed a domestic animal without provocation; or
(c) A potentially dangerous dog which aggressively bites, attacks, or
endangers the safety of humans or domestic animals.
9, Dog, Any canine animal, male or female, whole or neutered.
10. Enclosure. Any structure, except a dwelling, designed to securely
enclose and prevent an animal from escaping therefrom.
11,
Proper Enclosure, Proper Enclosure means securely confined indoors or
in a securely enclosed and locked pen or structure suitable to prevent
the animal from escaping and providing protection from the elements
for the animal. A Proper Enclosure does not include a porch, patio, or
any part of a house, garage or other structure that would allow the
animal to exit of its volition, or any house or structure in which windows
4-2
.
.
.
.
.
.
are open or in which door or window screens are the only obstacles that
prevent the dog from exiting.
12.
Owner. Any person, firm, or corporation, organization or department
possessing, harboring, keeping, having an interest in or having custody
or control of an animal.
13. Potentially Dangerous Dog, Any dog that has committed any of the acts
set forth below:
(a) When unprovoked, bites a human or domestic animal;
(b) When unprovoked, chases or approaches a person upon the
streets, sidewalks or any other public property in an apparent
attitude of attack; or
(c) Has a known propensity, tendency, or disposition to attack
unprovoked, causing injury or otherwise threatening the safety of
humans or domestic animals,
14.
Restrained, On a leash of not more than six (6) feet in length or on a
leash which can be retracted to a length of six (6) feet or less, and in
the custody of a person of sufficient age to adequately control the
animal; in a vehicle; or confined to the owner's property by enclosure or
fencing.
15. Substantial Bodily Harm, Bodily injury which involves a temporary but
substantial disfigurement, or which causes a temporary but substantial
loss or impairment of the function of any bodily member or organ, or
which causes a fracture of any bodily member.
400,02 License Required. The following animal licenses shall be required within the City
of Arden Hills.
(A) Dog/Cat Licenses. All dogs and cats within the City of Arden Hills, except
as hereinafter provided, shall be licensed,
1, Application, Within thirty (30) days after acquiring possession of
a dog or cat which has not been licensed by the City of Arden
Hills, the owner of the dog or cat shall make application for a dog
or cat license, The application shall be on forms provided by the
City of Arden Hills.
2.
Vaccination, It shall be unlawful for any dog or cat owner to keep
or maintain any dog or cat older than six (6) months of age unless
it shall have been vaccinated with an anti-rabies vaccine certified
4-3
to be effective by a licensed veterinarian. No license renewal
shall be issued except upon compliance with this section,
3,
License Fee. The license fee for each dog or cat must be
submitted with the application, The fee will be established by
City Council Resolution.
.
4. Duration of License. A license shall be issued for a period of time
not to exceed the expiration date of the rabies vaccination. No
dog or cat license shall be renewed without proof of vaccination.
5, Issuance of License. Upon completion of the application form,
receipt of the license fee and receipt of the proof of vaccination,
the City Administrator shall cause a dog or cat license to be
issued to the applicant for a particular dog or cat.
6,
Receipt and Tags, The City of Arden Hills shall issue a license fee
receipt to the applicant along with a metallic dog or cat license
tag, The applicant shall permanently affix the tag by a metal
fastening device to the collar of the licensed animal in a manner
that allows the tag to be easily observed, If a tag is lost, a
duplicate may be issued by the City of Arden Hills upon
presentation of a receipt showing payment of the initial license
fee and upon payment of an additional fee for each duplicate tag,
.
7, Change of Address, An applicant who has obtained a dog or cat
license shall notify the City of the applicant's address changes
within the corporate limits of the City within ten (10) days of any
address change,
8. Counterfeit Tags. No person shall counterfeit or attempt to
counterfeit dog or cat license tags,
9. Transfer of Tags. No person shall transfer a dog or cat tag from
one dog or cat to another,
10. Exceptions, The following dogs and cats are not required to be
licensed:
(al
(b)
Dogs and cats less than six (6) months of age,
Dogs and cats whose owners are temporary visitors within
the City for thirty (30) days or less,
Dogs and cats which are brought into the City for
appearance in an animal show,
Dogs being used by law enforcement officers
.
(c)
(d)
4-4
(B) Wild Animal Licenses.
.
.
.
1.
General Prohibition, All wild animals except the following are
prohibited within the City of Arden Hills:
(a) Wild animals brought into the City for entertainment,
exhibition or show purposes by persons keeping wild
animals for a public zoo.
(b) Wild animals which are part of a permanent display
sponsored by a bona fide research institution, a veterinary
hospital, public zoo or other institution.
(c) Nonpoisonous snakes, birds kept indoors, hamsters, mice,
rabbits, gerbils, white rats, guinea pigs, chinchillas, or
lizards and similar small animals capable of being kept in
cages continuously.
(d) Monkeys trained as personal helpers and kept by
handicapped persons,
(e) Raptors owned by licensed Falconers holding valid state
and federal Falconry permits so long as the conditions of
such permits are being satisfied.
(f) Wild animals and birds that are part of the natural habitat
and environment.
2.
License Application, Applications for a Wild Animal License shall
be submitted on forms provided by the City along with a
Certificate of Insurance which indicates that applicant has
$200,000 of liability coverage on the Wild Animal and which
includes an endorsement indicating that the liability coverage will
not be cancelled without twenty (20) days written notice to the
City of Arden Hills.
3, Investigation, The Animal Control Officer shall review the
application, conduct such investigation as the Animal Control
Officer deems necessary, and shall prepare a written
recommendation regarding the issuance of a Wild Animal License.
The City Administrator shall within ten (10) days mail a notice to
all property owners within 350 feet of the site on which the Wild
Animal will be kept. The notice shall indicate that the City has
received an application for a Wild Animal License and shall
request comments from such property owners,
4,
Review. The City Council shall review the application, the Animal
Control Officer's recommendations, and the comments from
property owners, The City Council may issue a Wild Animal
4-5
License if it determines that the application is in compliance with
the City's regulations. The City Council may attach any
reasonable conditions to the issuance of a license as it determines
to be necessary in order to protect the health, safety, and
welfare of Arden Hills residents.
.
5. Existing Wild Animals, Anyone keeping a Wild Animal in Arden
Hills at the time of the adoption of this regulation shall have
ninety (90) days in which to comply with the provisions of this
regulation or otherwise remove the Wild Animal from the City,
Extensions beyond ninety (90) days may be granted by the City
Council for good cause but in no case shall such extension
permanently exempt a person from the requirements of this
regulation.
6. Wild Animal Restrictions.
(a) Confinement. No person owning or harboring or having the
care or custody of a wild animal shall suffer or permit such
animal to go unconfined on the premises of such person, A
wild animal is "unconfined" as the term is used in this
section if such animal is not securely confined indoors or
confined in a secure enclosure suitably sized for the wild
animal is confined therein, An "enclosure" is secure within .
the meaning of this section if it is constructed of heave
gauge mesh steel, or other suitable material; consists of a
top and sides, with the bottom of such sides fastened along
their perimeter to a slab floor of concrete or other suitable
material; where no slab floor is provided, the sides must be
embedded into the ground no less than one foot; all access
points of the enclosure must be locked when the animal is
confined therein. The Animal control officer may seize a
wild animal that has been declared dangerous that is
unconfined,
(b) Muzzling. No person owning or harboring, or having the
care of a wild animal shall suffer or permit such animal to
go beyond the premises of such person unless such animal
is securely muzzled and restrained with a chain not
exceeding three (3) feet in length, and having a tensile
strength sufficient to restrain the animal. Wild animals
which are actively participating in recognized local,
regional or national trials, training or other such sponsored
competition, need not to be muzzled while being
transported to or from during such competitions. .
4-6
.
.
.
(c)
Summary Destruction. Any person harboring or owning a
wild animal that is found to be in violation of the City's
Animal Control Regulations may be summarily destroyed.
400.03 Regulations.
(A) Confinement of Animals. Except as herein provided, the owner of an
animal within the City of Arden Hills shall cause such animal to be
confined to the individual's property by adequate fencing, leash,
enclosure, or an approved pet containment system,
(8) Animals in Heat. The owner of a female dog or cat in heat shall confine
such animal to the owner's property or any veterinary hospital/clinic, in
such manner that such female dog or cat cannot come into contact with
other animals, except for intentional breeding purposes,
(C) Animals in Public Places. Except in designated off leash areas, the
owner of an animal within the City of Arden Hills shall cause such animal
to be restrained at all times while in a public place including but not
limited to school properties, trails, parks, open space areas, and streets,
(D)
Nuisance, The owner of an animal within the City of Arden Hills shall
prevent the animal from becoming a nuisance by barking, baying,
crying, or howling in any manner for at least five (5) continuous minutes
or intermittently for unreasonable lengths of time,
(E) Cleaning Up Litter:
1. The owner of an animal shall be responsible for cleaning up any
feces of the animal and disposing of such feces in a sanitary
manner.
2, The owner of an animal shall not permit such animal to be on
public property or the private property of another without having
in the owner's immediate possession, a device for the removal of
feces and a proper receptacle located on the property of such
animal owner.
3. The owner of an animal shall remove feces left by such animal on
public property or the private property of another to a proper
receptacle located on property of the animal owner.
(F)
Number of Dogs/Cats, No person shall keep more than three (3) dogs or
three (3) cats on residentially zoned property. The total number of
4-7
combined licensed animals per residentially zoned property shall not
exceed four (4),
(G) Warning Sign. A person who uses a dog for security purposes within the
City of Arden Hills shall post a warning notice at the entrance of the
premises.
.
(H) Maintenance. The owner of an animal within the City of Arden Hills
shall provide said animal with sufficient, wholesome food and water;
proper shelter and protection from weather; veterinary care when
needed to prevent suffering; and with humane care and treatment.
(I)
Pet Containment System. Dog owners who wish to use a pet
containment system to confine the dog shall register the pet
containment with the City Administrator. The registration form shall
include the name of the dog owner; the property address; the
identification of the dog or dogs which will be confined by the pet
containment system; a description of the particular pet containment
system; and other information as required by the City Administrator,
The owner of the animal shall place an appropriate sign on the property
indicating the existence of a pet containment system, The sign shall not
be placed within the publicly dedicated right of way, Failure to register
a pet containment system is a violation of this Section. The first time a
dog escapes from a pet containment system, the City Administrator shall
send a written warning to the dog owner. Thereafter, if a dog escapes
from a pet containment system, the dog owner shall construct an
enclosure to confine the dog.
.
(J) Abuse. No person shall own or harbor any animal for the purpose of
fighting, or train, torment, badger, bait or use any animal for the
purpose of causing or encouraging said animal to unprovoked attacks
upon human beings or domestic animals.
400,04 Dangerous Dogs. The provisions of Minnesota Statutes Sections 347.50
through and including 347,56 are hereby adopted as the potentially dangerous and
dangerous dog regulations for the City of Arden Hills, Every provision contained in
the foregoing Minnesota Statutes is hereby adopted and made a part of this chapter
by reference as if fully set forth herein. Where a conflict exists between the
provisions of the City Code and the provisions of Minnesota Statutes Sections 347,50
through and including 347.56, the latter provisions shall apply,
(A) Process. A City Animal Control Officer of other law enforcement official
shall be responsible for determining whether a dog is a potentially
dangerous dog or dangerous dog, .
4-8
.
(B) Notice. Upon a determination by the Animal Control Officer or other
law enforcement officials that a dog is a potentially dangerous or
dangerous dog, the City shall provide the owner with notice of the
determination by personally serving the owner or a person of suitable
age at the residence of such owner. The notice shall describe the dog
deemed to be a potentially dangerous or dangerous dog; shall identify
the officer making the determination; and shall specify the facts relied
upon by the officer in making the potentially dangerous or dangerous
dog determination. If the officer determines that the dog is a
potentially dangerous or a dangerous dog, the notice shall also inform
the owner of the owner's rights to appeal the determination.
.
(C) Appeal. An owner may appeal a determination that a dog is a
potentially dangerous or dangerous dog by filing a written notice for a
hearing to the City Administrator within ten (10) days of the owner's
receipt of the notice, If an owner files a timely appeal, a hearing shall
be held within thirty (30) days after the City's receipt of the appeal.
The City Administrator shall assign a hearing examiner to hear the
appeal. The hearing examiner may be a City employee, provided the
employee has not been involved in determining if the dog was
potentially dangerous or dangerous. During the hearing the Minnesota
rules of evidence does not need to be strictly followed and the records
of the Animal Control Officer or law enforcement officer shall be
considered without further foundation, After considering all of the
evidence submitted, the hearing examiner shall make written findings of
fact and reach a conclusion whether the dog is a potentially dangerous
or a dangerous dog. The findings and conclusions shall be made within
ten (10) working days after the hearing and shall be thereafter
personally served upon the owner or a person of suitable age at the
residence of such owner. The decision of the hearing examiner shall be
the final decision of the City. If a timely appeal is not filed, the owner
of a dangerous dog must comply with the requirements set forth in this
section and Minnesota Statutes Sections 347.50 through and including
347.56,
(D) Dangerous Dog Restrictions,
1, Registration Required. No person may own a dangerous dog in
the City of Arden Hills unless the dog is registered as provided in
this section. The Animal Control Officer shall issue a certificate
of registration to the owner of the dangerous dog if the owner
presents the following information:
.
(a)
Proper Enclosure, A Proper Enclosure exists for the
dangerous dog and there is a posting on the premises with
4-9
a clearly visible warning sign, including a warning symbol
to inform children, that there is a dangerous dog on the
property. .
(b) Bond/Insurance. A surety bond issued by a surety company
authorizing to conduct business in the State of Minnesota in
a form acceptable to the Animal Control Officer in the sum
of at least $50,000,00, payable to any person injured by
the dangerous dog, or a policy of liability insurance issued
by an insurance company authorized to conduct business in
the State of Minnesota in the amount of at least
$50,000,00, insuring the owner for any personal injuries
inflicted by the dangerous dog,
(c) Annual Fee. The owner has paid an annual fee as
determined by City Council Ordinance, in addition to any
regular dog licensing fees, to obtain a certificate of
registration for a dangerous dog under this section,
(d) Microchip, The owner has had a microchip identification
implanted in the dangerous dog,
2.
Annual Renewal. The owner of a dangerous dog must renew the
registration of the dog annually until the dog is deceased. If the
dog is removed from the City of Arden Hills, it must be registered
as a dangerous dog in its new jurisdiction.
.
3, Warning Symbol. If a certificate of registration is issued to the
owner of a dangerous dog, the owner must post a warning symbol
to inform children that there is a dangerous dog on the property.
The design of the warning symbol must have been approved by
the Minnesota Commissioner of Public Safety.
4. Tag. The dangerous dog must have a standardized, easily
identifiable tag identifying the dog as dangerous and containing
the Uniform Dangerous Dog symbol, affixed to the dog's collar at
all times,
5. Sterilization. The Animal Control Officer may require a dangerous
dog to be sterilized at the owner's expense,
6. Death/Transfer from City. The owner of any dangerous dog must
notify the Animal Control Officer in writing of the death of the
dog; its transfer to a residence outside of the City of Arden Hills
or its transfer within the City of Arden Hills within thirty (30) days
of the death of transfer,
.
4 - 10
.
.
.
7,
Notice to Landlord. The owner of a dangerous dog who rents
property from another where the dog will reside must disclose to
the property owner, prior to entering into the lease agreement
and at the time of any lease renewal that the person owns a
dangerous dog that will reside at the property,
8, Sale, The owner of a dangerous dog must notify the purchaser
that the Animal Control Officer has identified the dog as a
dangerous dog. The seller must also notify the Animal Control
Officer in writing of the sale and provide the Animal Control
Officer with the new owner's name, address and telephone
number.
9. Photograph. The owner or custodian of any dangerous dog shall
make the dog available to be photographed for identification by
the Animal Control Officer at a time and place specified by the
Animal Control Officer,
10. Muzzling, If the dog is outside the Proper Enclosure, the dog must
be muzzled and restrained by substantial chain or leash and be
under the physical restraint of a responsible person. The muzzle
must be made in a manner that will prevent the dog from biting
any person or animal but that will not cause injury to the dog or
interfere with its vision or respiration.
11. Custody Pending Determination. The Animal Control Officer may
retain custody of any dog declared dangerous until the dog is duly
and properly registered as required herein.
400.05 Enforcement, The provisions of Sections 400.01 through 400.13 shall be
enforced by the Animal Control Officer or the City's law enforcement contractor. No
person shall, in any manner, interfere with or hinder an Animal Control Officer or the
City's law enforcement contractor in the discharge of their duties.
400,06 Exemptions, The following provisions of this Chapter shall not apply in the
following circumstances:
(A) Unless specified herein, the provisions of this Chapter shall not apply to
animals used or confined at hospitals, clinics, or businesses operated by
licensed veterinarians,
(B) Regulations relating to vaccination requirements shall not apply to any
animal belonging to a nonresident of the City and kept within the City
for no longer than thirty (30) days, provided all such animals shall, at all
4 - 11
times while in the City, be restrained by the owner on the property
which the owner is occupying within the City of Arden Hills,
(C)
Regulations relating to dangerous animals and potentially dangerous
animals shall not apply to dogs under the control of a law enforcement
officer.
.
400.07 Seizure and Removal of Animals. Subject to the provisions of this section,
animals found in violation of this chapter may be seized by the Animal Control
Officer, impounded in a designated animal shelter, and confined therein in a humane
manner for a period of not less than five (5) business days or until claimed by the
animal's owner, whichever occurs first,
(A) Animal Control Officers shall not enter the private dwelling of an
individual for purposes of seizing animals or otherwise enforcing the
provisions of this Chapter without first obtaining a search warrant.
However, an Animal Control Officer is empowered to enter upon a
property adjacent to a private dwelling for purposes of enforcing the
provisions of this Chapter,
(B)
Before seizing an animal on private property, the Animal Control Officer
shall make a reasonable attempt, taking into consideration the time of
day and nature of the violation, to notify the owner that the animal is
being seized because it was observed by the Animal Control Officer to
be in violation of the provisions of this Chapter,
.
(C) When an animal is seized from the private property of its owner and the
Animal Control Officer has been unable to notify the owner of the
reason for seizing animal, the Animal Control Officer shall leave a
written notice affixed to the dwelling unit, in a conspicuous manner,
which includes the following information:
1. A description of the animal seized.
2. Purpose for seizure of the animal.
3, The time, place and circumstances under which the animal was
seized,
4, The location, address, telephone number, and contact person
where the animal will be impounded,
5.
A statement indicating that the person claiming the animal will
be required to pay for the fees and costs associated with
impoundment of the animal.
.
4 - 12
.
.
.
6,
A statement indicating that failure to claim the animal within five
business days will result in the disposition of the animal.
(D) Immediately upon impounding animals, reasonable efforts shall be made
to notify the owner and inform the owner of the animal's confinement
and the procedures for release of the animal to the owner.
(E) An animal which is not redeemed within five (5) business days after
impoundment may be disposed of in any manner provided by law. Any
animal which is not claimed by the owner or sold, shall be euthanized
and disposed of in a sanitary manner by the Animal Control Officer.
(F) The title of all animals seized and held at the animal shelter may be
transferred to the Humane Society after the legal detention period has
expired and the animals have not been claimed by their owners,
(G) Animals taken into custody pursuant to the provisions of Minn. Stat,
343,22 or 343.29 shall be disposed of pursuant to the provisions of Minn,
Stat. 343.235,
400.08 Impoundment Fees. Any animal impounded hereunder may be reclaimed by
the owner of such animal within five (5) business days after such impoundment.
Before the owner shall be permitted to recover possession of the animal, the owner
shall pay the Animal Control Officer all required fees and costs of impoundment.
400.09 Rabies Control.
(A) The Minnesota Health Laws and Regulations are hereby adopted in cases
of rabid animals which have bitten any person or animals suspected of
being rabid.
(B) It shall be the duty of every physician to report to the City the names
and addresses of persons treated for bites inflicted by animals together
with other information helpful in rabies control.
(C) It shall be the duty of every licensed veterinarian to report to the City
his diagnosis of any animal observed by him as a rabies suspect.
(D) Whenever the prevalence of rabies or hydrophobia renders such action
necessary to protect the public health, safety and welfare, the Mayor
shall issue a proclamation ordering every person owning or in possession
of a dog to confine it securely to the premises unless it is muzzled so
that it cannot bite, No person shall violate this proclamation.
4 - 13
400.10 Biting Animals To Be Quarantined, Whenever an animal has bitten a
person, or whenever a known or suspected rabid animal is picked up by the Animal
Control Officer or law enforcement officer, such animal shall be confined for a
minimum of ten (10) days as follows:
.
(A) Upon proof of a current rabies vaccination, the owner of the animal
may, with the consent of the Animal Control Officer, quarantine the
animal at the owner's residence provided that such animal shall not be
permitted to come in contact with other animals or persons and,
provided further that the animal shall be muzzled and on a leash not to
exceed four (4) feet, and in control of a competent person when taken
from the place of confinement for sanitation purposes,
(B) If no proof of a current rabies vaccination is provided, or if the Animal
Control Officer does not consent to confinement of the animal to the
owner's residence, the animal shall be quarantined at the animal shelter
or a licensed veterinary clinic at the expense of the owner,
(C) A quarantined animal shall not be removed from the place of
confinement without the written permission of the Animal Control
Officer.
(D)
A quarantined animal shall be confined in an enclosure constructed of
materials suitable to prevent the animal from escaping, All openings to
the enclosure shall be locked at all times and the animal shall not be
removed from the enclosure unless the animal is muzzled on a leash not
exceeding four (4) feet in length and in control of a competent person,
.
400.11 Summary Destruction. Whenever an Animal Control Officer has reasonable
cause to believe that a particular animal represents a clear and immediate danger to
the residents of the City of Arden Hills, the Animal Control Officer, after making
reasonable attempts to impound such animal, may summarily destroy the animaL
400.12 Intentional Feeding of Wild Animals
(A) Feeding Prohibited. No person shall feed wild animals or small
mammals within the City. Intentional feeding shall mean the provision
of any grain, fruit, vegetables, nuts, salt licks, or any other food that
attracts wild animals, Living food sources such as trees and other live
vegetation shall not be considered food for wild animals.
(B)
Feeding Wild Birds. Bird feed may be placed in bird feeding devices and
structures solely for the purpose of attracting and feeding wild birds.
Bird feeding devices and structures should be placed at a sufficient
height or designed to prevent access by wild animals.
.
4 - 14
.
(C) Exception. This shall not apply to the employees or agents of the City,
County, State, and the Federal government or veterinarians who in the
course of their official duties have wild animals in their custody or under
their management,
The Arden Hills City Council ordains that Section 400 and its subdivisions are hereby
repealed.
Adoption Date: Passed and adopted by the City Council of the City of Arden Hills the
25th day of September, 2006,
Effective Date: This Ordinance shall be effective the day following its publication or
on the day following the publication of an Ordinance Summary approved by the City
Council.
Publication Date: Published on the 4th of October, 2006.
Beverly Aplikowski
Mayor
. ATTESTED:
.
Michelle A, Wolfe
City Administrator
4 - 15
.
.
.
Prepared by: SPJ
Dep\.: Admin
Council Mtg, Date: 9/25/06
Final Action Needed By: 9/25/06
~
~HILLS
City ot Arden Hills
Request for Council Action
Agenda Item 7.B.
City Council Discussion Rellardinq the Switchinll of the City Hall Phone
System to the City of Roseville Internet Protocol liP) Phone System
Budgeted Amount: NA
Actual Amount: NA
n Funding Source: NA
Council Action Request:
City Council Discussion Regarding the Switching of the City Hall Phone System to the City of Roseville Internet
Protocol Phone System
Staff Recommendation:
Discussion Regarding the Switching of the City Hall Phone System to the City of Roseville Internet Protocol
Phone System
Advisory Commission Action:
Commission
Date
Action
Planning
PTRC
Not Applicable
Not Applicable
Not applicable
Supporting Documents (which are attached to this Action Form):
fgJ Memo/Letter:
Memo from Assistant City Administrator Schawn Johnson and Roseville IT Coordinator Terre
Heiser-9/20/OB
o Resolution {No,
o Ordinance (
o Engineering Recommendation:
o Altorney Recommendation:
fgJ Other:
City of Arden Hills 2005 Phone Expenses
City of Arden Hills Projected IP Phone System Equipment Costs
Financial Implications:
Administrator/Staff Comments:
Page 1 of 1
.
.
.
~
~~!1ILLS
MEMORANDUM
DATE:
Agenda Item 7.8.
September 20, 2006
TO:
Honorable Mayor and City Council Membcrs
Michelle A. Wolfe, City Administrator
FROM:
Schawn Johnson, Assistant City Administrator
Terre Heiser, Roseville IT Coordinator
SUBJECT:
Roseville IP Phone Systcm
ENCLOSURES:
City of Arden Hills 2005 Phone Expcnscs
City of Arden Hills Projected Internet Protocol (lP) Phonc System
Equipment Costs
Overview
On March 22nd, City staff met with Terre Heiser of the City of Roseville IT Department to
discuss the City or Arden Hills future phone service needs, The Internet Protocol (lP) phone
system is operated through the City of Rosevllle:s IT Dcpartmcnfs COlnputer systeln. The
phones are transferable and can be utilized at any location that is connected to the Roseville
computer system, CUlTently the City of Roseville has the following local government entities
utilizing the IP phone system:
. City of Rose vi lie;
. City of Mounds View;
. City of falcon Heights;
. City of Lauderdale;
. City of North St. Paul;
. City of 5t. Anthony;
. North Suburban Cable Commission;
. White Bear Township;
. Arden Hills Operations and Maintenance Department.
. City of Lino Lakes
. Ramsey County Library North St. Paul Branch
. Ramsey/Washington Metropolitan Watershed District Office
. City of North Oaks
The shared IP Phone system allows partIcIpating agencies direct station to station dialing
between organizations, Connections to the public telephone network are provided by various .
telephone companics including Qwest, Popp Telecom, and TDS Metricom,
Since the City of Roseville provides the City of Arden Hills with it's network services, the IP
phone system would simply become another network device connected to our system, Also,
since the City of Arden Hills shares IT and engineering services with Roseville the IP phone
numbers for these staff members would be the same at both cities and shared employees (Civil
Engineer and Network Support) arc accessible to staff and the public regardless ofJocation,
The IP voice mail system through the City of Roseville is scheduled to be updated in 2007 \vhich
will combine both emai] and voice mail communications into a single service platfonn, making it
possible for staff to retrieve both voice mail and email either through a computer or a telephone,
This will improve city staff communication capabilities and allow City stafflo check their voice
mails and c-mails from an oft~site location,
Another nice feature of the IP phone system is that the City's telephone system could be utilized
at different locations, For example, City staff would be able to plug the IP phones into a
computer jack at the Ramsey County Public Works facility and be able to answer phone calls as
ifhe/she was at their own desk, This would be an excellent feature to have dming an emergency
event or if the City Hall facility was not available for use, At this time, City stafT would not be
able to use our current phone system in the City Council chambers during an emergency event
sinee the phone jacks arc not compatible with the State of Minnesota phone system,
.
The City of Mounds View recently relocated their police department to the Ramsey County
Sheriff station during their recent remodel of City Hall and by utilizing the JP phone system,
were able to extcnd police department telephone numbcrs to the temporary location, eliminating
the need to notify residents of a telephone number change during thc six month pcriod,
Reliabilitv of the IP Phone System
Onc of the concems that City stafT have regarding the IP phone system is the reliability of the
phonc system if the power goes out or the network system would have problems, Typically any
phone system being utilized in an office setting is run off of electricity, If the power goes out the
phone system will not operate, Typically dismptions can be minimized if the City utilizes a
generator or has a relatively large battery backup power supply that could provide two to three
additional hours of TUn time if a power outagc occurs, But if the City was ever impacted by a
large storm and would lose phonc services for an extended period of time, work phone numbcrs
can be forwarded to cell phones in case communication must be reestablished,
Overview of the Proposal
Since the City of Arden Hills currently has an agreement with the City of RoseviJJe for IT
services, City staff consider the proposal submitted by the City of Roseville a service contract.
The IP phone scrvice proposal would be opcrated through the City of Roscville' s IT Department.
In 2006, Arden Hills is paying about $ ] ,200 for IP phone service through thc City of Rosevillc at .
.
.
.
the Public Works facility, Currently the City of Arden llills is being charged approximately
$13,200 annually through the State of Minnesota for phone scrvicc at City Hall,
The current phonc system at City Hall is older and the technology is becoming outdated, The
City's current phone system is also not very user fiicndly in regards to utilizing the voice mail
system, phone transfers, and inter-office phone calls, 1n thc past, City staff mcmbers have
received poor customer service from the State of Minnesota regarding technology and/or billing
questions,
The City of Roseville has submitted a proposal to the City for switching over to the JP phone
system, The City was quoted a price of $10,020,67 for new telephones, adaptors, and other
necessary equipment. Thc City would bc purchasing approximately twcnty-two new telephones
for the new system, The City of Roseville charges a monthly fee for dial tone, voice mail,
maintenance, and licensing, The current monthly charge is $20 per phone for users with voice
mail, and $10 for incidental use telephones in meeting rooms, public phones, etc." Based on the
number of required telephones, the monthly charge will be approximately $600 which would
include the Public Works facility, This would result in a monthly savings of about $300 over
what the City currently pays the State of Minnesota for its servicc, In effect. the initial
investment in the telephone equipment would pay for itself in less than 36 months, At this time,
City staff has not budgeted for this purchase in the proposed 2007 budget.
If the proposed phone system change is adopted by the City Council, tbe City would have to
change the phone numbers at City HaIL This would rcquire some marketing and education of
the public regarding the changing phone numbers, The City of Roseville recently went through
this change and would be agreeable to assist the City with markcting and advertising the
proposed phone number changes and making the transfer as smooth as possible.
City staff is not required to provide a YO or 120 day written notice to the Statc of Minnesota
regarding the cancellation of services, but we must provide the State with a written notice
identifying the date that we are planning on canceling our existing service and what phone
features wc are planning on disconnecting,
Staff Recommendation
City staff is requesting City Council input regarding the possibility of switching our existing
phone system to the Internet Protocol phone system eunently being offered by the City of
Roseville,
.
.
.
City of Arden Hills
200S Phone Expenses
Month Location Description of Cost
O&M Facility i
1I28/200SllZilmsey C()unty MaintcnanccIPhonc~~rvicc-State ofMN i $___ ____l():lL
02/2S/200SIRamsey County Maintenance! Phone Service,State of!'vfN I $ 16,12
03i30/200:!RanlseYC~~l1ty Maintena;;Ze1Phone ~ervic~:Stat~ of!'vfN i $-_==I5~82
OJ/29/200)iRamscy_C()L1IltL MamtenancelPhone SefVIce~State ofMN L_~__ _______ 15,82
0(,/OY20_~:' RamscY~()Llfltx!v1aintcnaneel Phonc Serv~ce-State of Ml'J)_.!_______ 15,85
06/29/200> Ramsey County MamtenancelPhonc Servlce.State of!'vfN! $ 15,85
-------------------------..-..---------.. --- -'-1- - -..---------.,-----~-,-- - --------------..------
07/28/2005 Ramsey County MaintenaneelPhone Service-State ofMN i $ 47.55
- , - --- 1------ - ,'-'---- --------
1()/13{~OOS~~mseY5?unty MaintenancelPhone Service-State oftv1N+_$____ _ ____!~:85
U/lO{20Jl5,-Ramsey~ounty Maintenancel Phone Service-State; of MN 1 $_ ____17 ,98
1l/?3/200SB-anlsey County !v1ilintenancel Phone Service~State of tvft'~Il..__ ____J7:98
12/29/200SI Ramsey County Maintenancel Phone Service-State of MN I $ 17,98
12j31j2oo5IR;;.!1~ey County Mainten~;~~~IPhone Service-St~te ofMNI$--------17,98
---~--- .--- - I - ---- '. -----------
! $ 230.90
-----------..-.. - .....-....-------.-. - -----.--- I -- -.-----.------.--~---
Month Location 'Description of Cost I Phone Service Cost
O&M Facility I
02/25/2005 Ramsey County Maintenance Phone Serviee,Rosevill~ $
03/14/2005 Ramsey County Maintenance Phone Serviee,Rose\!ill" $ __m___
04/21/2005Ramse)lC:()unty Maintellance Phone Service,Roseville $
06/0 1/2005Rams9'_C()unty Maintenance Phone Service-Roseville $
06/29/2005:Ramse)'_~ounty Maint"nance Phone Service-Roseville_L__
08j2j/:zrJ()5Ramsey County Maintenance Phone Service-Rosevillc__L_____
09/29/2005'Ra_m~cy Collllty Maintenance Phone Service-Roscville . $
I 0/221~OO~iRa_msey Co~nty j\1aintenancePhoneService-lZosevil1e $
llllO~?OO_5i~a_msel CountylvlaintenanceLjlllon,,-Service~Roseville $
12/1~/2QOJIRal11sey "<::ounty Maintenance! Phone Servic,e-Roseville $
12/31 /200S' Ramsey County M~jl1tenance! Phone Service-Roseville~______
_________________n____ ____n ._~ __
__"_____________________: _ ___~ .__L_L
Phone Service Cost
381.4S
-._-----
381.71
383_53
764,32
382,10
381.45
383.40
382.1 0
382,10
-------._---
381.57
---_._-~---
383040
-------
4,587,13.
i
,.-t-..
I
I
------------1---------------
- --- ~_.._---'---------,-----------------
~~---+----
i
-----1---
i
i
----------.;.----
Arden Hills Phone Costs
Month ,
Park Buildings
1I28/200S 'Parks Building
,Q:?/2S/200Si Parks Building
03/301200SiParks Building
04129/200SiParks Building
06/01/200S!parks Buijd~g
06/291200SIParks Buildi~g ...
I Q/I]/200Si'parks B~ilding
11/1 0/200S!Parks Bujldi~i
11/23~200sip~;ks Building
12/29/200~~<lrks Building
_I2~?9/200S, Parks Building
12/2 9/200Si Parks_~~ilding
12/29/200S[Parks Building
___..__.___.______~__l______. _u____..---.___
Location
City of Arden Hills
200S Phone Expenses
Description of Cost
Phone Service Cost
.
------------~---
Month ;
Park Buildings
I!28/2_00S.6-H 9tyHall
2g5/00},_AH (:ity_tlall
3/30/200S ~~H City Hall
4/29/200SA~1 City Hall
06/0 lI200S AIl c:ity Hall
0_6~Q3/200S f>.BCity Hall
06/29/2005 AII__c:ity Hall
07Q~20_0SAJI CityIi!l1l
09/0Ig005l~HCit~J{~.!L
I 0/13/200Si AH City Hall
] 1/1 ();2O()SIAIi_c:it)'~I~!i~m' -
_1I!23/200~i\J:1 City Hall
12/29~?QO~f>.Hs::~ty H~11.
12/311200Sii\H CitylIaIL
Phone Service-State ofMN 1 $ .._____ 96,72
Phonc~ervice-State ofMN i $ 9672
,Phone Service-State ofMN; $ 94,92
-1Ph;;-~e Service-Stat~ ofMN!-$- 94,92
- ------------ -~- - I
Phone Service-State ofMN: $ 9S.10
Phone~",l:vige-State of!\iTN J$ u 9S,I0
,Phone Service-St<ite ofMN l $ 126,80
Phone Service-State ofMN i $ 9S,I0
--Pho~~-S~;"";~~~Stat~~TMN I $-----gs,!O
,_m_ --_.!'hon.c' Servlc~~tate of MN i $ u. ----.l 07 ,88
Phone Service~State ofMN! $ 107,88
Phone Service-State ofMN I $ 107,88
Phone Service-State ofMN! $ 107,88
I S ______1,322.00
Phone Service Cost
Description of Cost
Location
[Phone Service-State ofMN i $
______________________.. ______ f
Phone Service-State ofMN I $
i.Phone Service-State ofMN l $ -
. [Phone Service-~tate ofMN-j ~-=-----.-.
[Phone Service, State ofMN I $
iPh~~Service-State oiMN i $
lPho-~~~;~ice-State of MN i $ _
[Phone Service-State ofMN ~
Phone Service-State of MN I $
!Phone Serv~ce'S~~e ofMN ~$-
[Phone ServIce-State of MN 't.
I Phone Service-State ofMN 11'___ _
;Phon~Service-State ofMN [ $
,- ;.
Phone Service,State ofMN' $
.-._--_.._._-----------------.~-- .-- ---..-
,$
861.04
- -.----------------..---
864,2S
961.90
864,S6
87S,92
868,IS
--
801.31
86S,28
---~._---,-
IS,8S
- - ----_._--_._-~
867,S1
--_._~-
9S2,82
--.---.-
944,29
--
9S7.43
--~~----.-
944,21
11 ,64.4.5~_
.
Grand Totals
------.----------------
; Phone Service-State of Minnesota
,---------_._-_.._---~..__.
Phone Service-City of Roseville (O&M Dept)
----- - --------.------.-----.-..
Estimated 2006 Expenses
i$
______L_______
1$
i$
i
-.'-------.- ._-----~------
Phone Service-State of Minnesota ; $
'Phon;-S-;;~i-;;e-City ofRo;~~in~ (O&M Dept)----'$u
[$
13,19~~~,
4,587.13
17,783.65
13,200,00
.'o._.___.n__'__
4,620,00
17,820,00
.
Arden Hills Phone Costs
.
.
.
€? B E R BEE
To: City of Arden Hills
Terre Heiser
Project: Cisco Hardware
QU01E #: 091906a-ael
'Bcrbcc Confidential
Qty Part #
6 CP-7961G
6 SW-CCM-UL-7961
13 CP-7941G
13 SW-CCM-UL.1941
CP-7911G
SW-CCM-UI-7911
2
2
2
2
Price Quotation
Berbee
7145 Boone Ave N. Suite Suite 140
Brooklyn Park, MN 55428
763_592.5800 - Phone
763.5-35.7428 - Fa)(
Dat,.,:
Qur:>teV"hdUntif'
Extended List Cuslomer
____~~~P~~~._--- list Price Price Discount Price
Cisco IP Phone 7961 445,00 2.67000 43% 253.65
license, Cisco IP Phone 7961 200,00 1.20000 43% 114.00
Cisco Diree! Lead Time 22-28 Business Days
Cisco IP Phone 7941 345.00 4.485.00 43% 19665
license, CallMamlger, Ci;;co IP Phone 7941 200.00 2,600.00 43% 11400
Cisco Direct Lead Time 22-28 Business Days
Cisco IP Phone 7911G 225.00 225,00 43% 128.25
CallManager RTU License for Single IP Phone 7911 150,00 150.00 43% 85.50
CISCO Direct Lead rime: 21 Bllsiness Days
CP-7914= r914 IP Phone Expansion Module
CP-PWR-CUBE-3= IF "'hone power translormerfor Ihe 7900 phone- series
CP-PWR-CORD-NA" 1900 Series Transfoffiler Power Cord, North America
CP-SINGLFOOTSTAND Foolsland killor single 7914
CISC0280t-SRSTrK9
V1C2-2FXO
MEM2800-64U128CF
CAB-AC
MEM2801-t28U256D
S280SPSK9-12403
PWR-2801-AC
FL-SR$T-$MALL
ROUTER-SDM
PVDM2-8
CON-$NTP-C:?801SRS
2
2
?
ATAt86.11.A
ATACAB-NA
SW-CCM-lJl.ANA
2801 Voice Bundle w/ PVDM2-8,FL-SRST-Z4,SP Serv,64H256D
Two-pOll Voice Inlenace Card - FXO (Universal)
6410 t28 MB cr Factory Upgrade lor Cisco 2800 Series
Powel COId.110V
12810 256MB SODIMM DRAM laclory upgrade for the Cisco
Cisco 280110S SP SERVICES
Cisco 2801 AC power supply
Feat Lie SlJI'Vivable Remote Site Telephony up 10 24 phones
Device manager lor roulers
8-Channel Packet Voicelr ax DSP Module
SNT Z4X7X4 , SAU 2801 Voice Bundle
Cisco Dire-cl Lead Time. 22-28 Business Days
Cisco AlA 186 2.Port Adaptor, 600 Ohm Impedance
A 1 A flower Supply Cable for North America
CallManage-r Unil license for Cisco A fA
_C:iSCO..lJ!!.~C!L'!!3~_!!.E!2.€':.._??.:?_~_E!,-!~i~1_e.S~J?-,~is
39500 79000
4500 9000
1000 2000
33.00 66.00
3,095.00 3,095.00
40000 400.00
400.00 400.00
516.00
576.00
43%
43%
43%
43%
225.15
25.65
5.70
18.81
43%
43%
43%,
43%
43%
43%
43%
43%
43%
43%
20%
U6415
728.00
228.00
460.80
19-5ep-Dl>
19-0ct-D6
Extended
Price
1,521.90
684.00
2,55645
1.48200
12825
8550
450.30
51.30
11.40
37.62
U64.15
228.00
228.00
460.80
30000 43% 85.50 InDo
43%
20000 20% 80.00 160.00
--,-
, 17,267.00 fO.020.67
150.00
10000
Equipment Total
Warrant)l: 90 Days
Payment Terms: Net 30
FOB POint: Origin
Taxes: Responsibilily or Cuslomer Olllpfllicaht~~)
Shipping: ResponsibililyorCustolller
W;'II(8n\y 90D8yS
Te,m Net 30
FOB Origin
OiJ()l~ V"lid 3C-Oily"
Herbee !nlormal;on Nel\'\!orks
l'lL..JJ:~~b,'''-J,.!.'!)'
Mike Kruse, Berbee Account Manager
. Prepared by: KG (~)
Dept.: Engineering
Council Mtg, Date: 9/25/06
Final Action Needed By:
~
~HILLS
City of Arden Hills
Request for Council Action
Agenda Item 7TjJj;
Motion to approve Chanae Order #1 to Amt Construction Companv. Inc,
for the 2005 PMP Proiect
Budgeted Amount: $1.680.000
Actual Amount: $1.684.166
Funding Source: Various
Council Action Request:
Motion to approve Change Order #1 to Arnt Construction Company, Inc, in the amount of $43,254,24 for
the 2005 PMP Project.
Staff Recommendation:
Approval of Change Order #1 to Arnt Construction Company, Inc, in the amount of $43,254,24 for the
2005 PMP Project.
Advisory Commission Action:
Commission
Planning
PTRC
Date
Action
.Not Applicable
Not ApplicabLe _
Not applicable
. Supporting Documents (which are attached to this Action Form):
I8l Memo/Letter:
See attached memo from URS
o Resolution (No, )
o Ordinance (No, )
o Engineering Recommendation:
o Attorney Recommendation:
I8l Other: Change Order No, 1
Financial Implications:
The following funds will be affected by the change order:
General Fund: $ 4,575,60
Storm Sewer Fund: $ 38,678,64
Administrator/Staff Comments:
.
.
.
.
URS
AGENDA ITEM 7.C
Thresher Square
700 Third Street South
Minneapolis, MN 55415
Phone: (612) 370,0700
Fax: (612)370-1378
To:
Cc:
Kristine GigaJ Arden Hills
Michelle Wolfc / Arden Hills
Frank Ticknor/ URS Corp
Mark Lynch! URS Corp
File:
31809691
From:
Greg Brown! URS Corp
Date:
Septcmber 20, 2006
Subject:
2005 Pavement Management Program,
Red Fox Grey Fox Commercial Area
Change Order #1 Request
Background
The City of Arden Hills awarded Amt Construction Company, lnc, of Hugo, MN the 2005
Pavement Management Program on August 8, 2005 for a total contract amount of
$1,375,247,66,
Project Status
The projcct was substantially completed in late October, 2005, A final walk through with URS
and O&M staff was completed during spring 01'2006 and the Contractor has subsequently
completed minor punchEst work and seed/sod restoration identified during the walk through,
Change Order Summary
The Change Order request before Council includes payment of a bonus for exceeding
bituminous density requirements and payment for additional pond excavation materials
incorporated into the project. The following is an explanation of each item:
Bituminous Density Jncentive
The performance specifications incorporated into the project included potcntial
inccntive/disincentive payments to the Contractor based upon the in-place density of the
bituminous pavement installed on the project. Following the paving, test cores are taken from
the roadways and analyzed for density among other material characteristics to ensure the
materials conform to the specifications, When in-place densities of bituminous meet certain
thresholds (both above and below the specified density) a bonus or deduct payment is calculated
for the Contractor. Based upon results from the 2005 paving we have calculated a bonus
payment of$4,575.60 due the Contractor for achieving densities above the specified thresholds,
This bonus payment is a reflection of good construction and should result in better pavement
performance for the City,
Pond Excavation
The original contract included 10,750 Cubic Yards of pond excavation, This volume was based
upon constructing ponds that fit within existing right of way but that were smaller than the
desired NURP standards for the tributary runoff of the Red Fox commercial area, The property
owner at 1315 Red Fox Road approached the City during the early construction phase of the
project to propose the City shorten the length of Red Fox Road and vacate the resulting ROW
Jor potential private use parking expansion at that location, The vacation and shortening of the
roadway also provided the City an opportunity to increase the size of the drainage ponds in
conjunction with an easement granted from International Paper for a nominal amount (also
related to the vacation/roadway modification), The ponds were subsequently sized to meet
NURP standards for removal of pollutants, The increase in pond size equates to 12,012 cubic
yards of material. The Contractor has been paid the contract price of $7 ,24/CY for the additional
excavation in previous payments, Although the roadway vacation resulted in additional storm
drainage costs, a savings of approximately $55,000 was realized in the roadway items as a result
of the change, The enhanced pond size provides much improved water quality for the City and
was strongly supported by Rice Creek Watershed officials,
The Contractor has requested compensation for additional costs incurred resulting from the need
to dispose of the additional pond excavation materials (above original contract quantity), The
dump sites that were secured for the original bid ineluded payment from others to offset the
Contractor's hauling and placing costs resulting in the bid of$7,24/CY, The additional materials
(above the original contract quantity) were not able to be disposed of at the same location and
were trucked to various locations, dumped, spread and compacted with no payment from others
to offset the Contractor's hauling and placing costs, The value of $3,22/CY represents the cost
associated with dumping, spreading by bulldozer and compacting the materials at new sites,
Hauling distances were determined to be approximately the same as those which the bid was
based upon therefore no extra compensation is requested for hauling, URS staff reviewed
hauling records and dump fees paid by Amt Construction to verify the distances and activities
which arc part of the claim, Based upon our review we believe the $3,22 is an accurate
representation of the additional costs beyond contract unit prices incurred by the Contractor for
the additional work. We also believe the original bid of$7,24/CY is very competitive and is
indicative of the fact that Amt was being paid for placing the material at a dump site, The total
requested additional compensation for pond grading is therefore $3,22*12,012 CY ~ $38,678.64
Total amount ineluded in Change Order #1 is $4,575,60 + $38,678,64 = $43,254.24.
Recommendation
lJRS recommends the Council approve Change Order #l for Amt Construction Company, mc,
of Hugo, MN in the amount of $43,254.24,
.
.
.
. .,..^~. .....
'f.
CHANGE ORDER NO, 1
}'roject: 2005 Pavement Managementl'rogram
URS Job No,: 31809691
er:
City of Arden Hills
1245 West Highway 96
Arden Hills, MN 55112
Date oflssuancc: September 19, 2006
Conlractor:
Anll Construction, Inc.
1',0, Box 549
Hugo, MN 55038
Engineer: URS Corporation
Thresher Square Building
700 Th ird Street Sou th
Minneapolis, MN 55415
Description of Change Order:
The contract is hereby modified as follows:
j) Include compensation for incentive payment for bituminous density results,
2) Include additional unit price compensation for pond excavation material added to the original scope of work as bid,
This is the first and only change order for the 2005 PMI' project. More detail regarding this Change Order is provided in
the Attachment to Change Order j,
Change Order Snmmarv:
Schedule A - Roadway
Schedule B - Storm Sewer
Total Contract Modification for Change Order No, I
$ 4,575,60
$ 38,678,64
$ 43,254,24
ntract Summar :
iginal Contract Amount:
Contract Modifications to Date:
Contract Modifications This Change Order:
Revised Contract Amonnt:
$1,375,247,66
$ 0,00
$ 43,254,24
$1,418,501.90
There will be no changes in the Contract time as a result of these revisions,
By:
./"
By:
Amt Construction, Inc,
Approved By:
City of Arden Hills
.
Attachment to Change Order No.1
Owner:
Contractor:
Project:
City of Arden Hills
Amt Construction Company, Inc.
2005 Pavement Management Program
.
Description of changes:
The following is an overview of the modifications proposed to the contract with regard to the bituminous density incentive
and the addition of pond excavation material (Common Channel Excavation),
!!_ituminous Density Incentive
The performance specifications incorporated into the project included potential incentive/disincentive payments to the
Contractor based upon the in-place density of the bituminous pavement installed on the project. Following the paving, test
cores are taken from the roadways and analyzed for density among other material characteristics to ensure the materiaJs
confOlID to the specifications, When in-place densities of bituminous meet certain thresholds (both above and below the
specified density) a bonus or deduct payment is calculated for the ContractoL Based upon results from the 2005 paving we
have calcnlated a bonus payment of $4,575,60 due the Contractor lor achieving densities above the specified thresholds,
This is a reflection of good paving construction which should resnll in a better perfonning pavement forthe City,
Pond Excavation
The original contract included 10,750 Cubic Yards of pond cxcavation, The pond sizes were revised to meet NURP
,tandards for removal of pollutants, The increase in pond size equates to 12,012 cubic yards of material. The Contractor has
been paid the contract price of $7,24/CY for the additional excavation in previous payments, The Contractor has requested
compensation for additional costs incun'ed resulting from the need to dispose of the additional pond excavation materials
(above original contract quantity), The dump sites that were secured for the original bid included payment from others to
offset the Contractor's hauling and placing costs, The additional materials (above the original contract qnantity) were not
able to be disposed of at the same location and were trucked to various locations. dumped, spread and compacted with no .
payment from others to offset the Contractor's hauling and placing costs, The value of $3,22/CY represents the cost
associated with dumping, spreading by bulldozer and compacting the materials at new sites, Hauling distances were
detennined to be approximately the same as those which the bid was based upon therefore no extra compensation is being
requested for hauling, URS staff reviewed hauling records and dump fees paid by Amt Consl11Jction to verify the distances
and activihes which are pan of the claim. fiascd upon OUf review we believe the $3.22 is an accurate representation of the
additional costs beyond contract unit prices inclllTed by the Contractor for the additional work,
Change Order Number 1
I. (Schedule A - Roadway) Bituminous Density Incentive I Lump Sum @ $4,575,60
2, (Schedule B - Storm Sewer) Common Channel Disposal 12.012 CY @ $3,22/CY =
Total Contract Modification for Change Order No, 1
$ 4,575,60
$ 38,67864
$ 43,254,24
End of Change Order No.1
.
. Prepared by: KG I~ /
Dep!.: Engineering
Council Mtg, Date: 9/25/06
Final Action Needed By:
~
...-A~HILLS
City of Arden Hills
Request for Council Action
Agenda ItemID
Motion to approve Final Pavment (#7) to Amt Construction Company.
inc, for the 2005 PMP Proiect
Budgeted Amount: $1,680,000
Actual Amount: $1,684,166
Funding Source: Various
Council Action Request:
Motion to approve Final Payment (#7) to Arnt Construction Company, Inc, in the amount of $132,108,35
for the 2005 PMP Project.
Staff Recommendation:
Approval of Final Payment (#7) to Arnt Construction Company, Inc, in the amount of $132,108,35 for the
2005 PMP Project.
Advisory Commission Action:
Commission
Date
Action
PTRC
Not Applicable
Not Applicable
Not applicable
Supporting Documents (which are attached to this Action Form):
.
~ Memo/Letter:
See attached memo from URS
o Resolution (No, )
o Ordinance (No, )
o Engineering Recommendation:
o Attorney Recommendation:
~ Other: Final Payment (No, 7)
Financial Implications:
The original budgeted amount for this project was $1,600,000, based on the feasibility report. At the time of the
award, the budget was amended to $1,680,000 based on the increased watermain bid,
This project is eligible for and utilizing $225,000 from State Aid Funds, which is being applied to the Storm Sewer
Enterprise Fund,
The following provides a comparison of original contract amounts vs, final costs for each of the funds (including
Chan!'je Order #1 and enoineerinn fees): - -_.~ -
Fundin!'j Source OriQinal Contract Amount Final Construction Costs
~eneral Fund (Roadwav) $998,74230 - $946,111,17
-
Storm Sewer $460,355,98 $562,429.79
Watermain $178,959.20 $175.624,81
TOTAL $1,638,057.48 L$1,684,165,77
..
. Administrator/Staff Comments:
.
.
.
URS
AGENDA ITEM 7.D
Thresher Square
700 cnlird Street South
Minneapolis, MN 55415
Phon" (612)370-0700
fax: (612) 370-137R
To:
Cc:
Kristine GigaJ Arden Hills
Michelle Wolfe / Arden Hills
Frank Ticknor/ URS Corp
Mark Lynch! URS Corp
File:
3]80969]
From:
Greg Brown! URS Corp
Date:
September 20, 2006
Subject:
2005 Pavement Management Program,
Red Fox Grey Fox Commercial Area
Construction Contract Request for Payment #7 (Final Payment)
Background
The City of Arden Hills awarded Amt Construction Company, lne, of Hugo, MN the 2005
Pavement Management Program on August 8, 2005 for a total contract amount of
$1,375,247,66
Changc Order #1 for $43,254,24 is pending approval by Council at the September 25, 2006
Council Meeting, If Change Order #1 is approvcd thc new contract amount will be
$],418,501.90,
Project Status
The project was substantially completed in latc October, 2005, A final walk through with URS
and O&M staff was completed during spring of 2006 and the Contractor has subsequently
completed minor punchEst work and seed/sod restoration identified during the walk through,
Payment #7 represents final payment for the work and release of all retain age,
Recommendation
URS recommends the Council approve Pay Application #7 for Amt Construction Company, ]nc,
of Hugo , MN in the amount of$132,108,35,
f
K >;,1
APPLICATION FOR PAYMENT
PAYMENT NO. 7/ FINAL PAYMENT
::-('1
.
Project:
2005 Pavement Management Program
Owner;
Owner No,:
Contractor;
URS Job No,:
Application Date:
For Period Ending:
City of Arden Hills
ARNT CONSTRUCTION COMPANY, INC,
31809691.00301
7/24/2006
6/30/2006
Original Contract Amount:
Contract Amendments:
Contract Amount To Date:
Total Amount of Work Complete To Dale:
Material Suitably Stored On-Site but not
Incorporated Into Work:
Gross Amount Due To Dale:
Less 0,00% Retainage:
Amount Due To Date:
Less Previous Payments:
Total Due This Application:
$1,375,247,66
$43,254.24
$1,418,501.90
$1,409,343.74
$0,00
$1,409,343,74
$000
$1,409,343.74
$1,277 ,235,39
$132,108,35
I hereby certify that all items and amounts shown are correct for the work completed
to date.
.
Cont
Date:
9-,,)-o~o
By:
The work shown on this project and the application for payment have been reviewed
and the amount shown is recommended for payment.
By:
Date: '1-,)t7-o{
APPROVED FOR PAYMENT
Owner: City of Arden Hills
By:
Date:
.
. Payment History
Payment
Payment Payment Application
Number End Date Dale Amount
9/9/2005 9/1212005 $289,021.88
2 9/1712005 9/21/2005 $130,046.20
3 10/1/2005 101512005 $155,987.63
4 11/3/2005 11/1412005 $338,891.85
5 12/4/2005 12/9"/2005 $128,956.66
6 12/3112005 t/17/2005 $234,331.17
Total Payments: $1,277,235_39
.
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The undersigned agrees that Payment Number Seven (7) shall be considered final payment for
the City of Arden Hills, 2005 Pavement Management Program,
Agreement to the final payment holds the City of Arden Hills and URS IIlL harmless of further
compensation lor this project.
By
0- ;:Lv-a ~
(N ame and Title)
L/L~ /-e5<c~
Prepared by: KCB
Dept.: CD
Council Mtg, Date: 9/25/06
Final Action Needed By: 12/31/06
~
...-A~HILLS
City ot Arden Hills
Request for Council Action
Agenda Item $cl
Motion to Approve the Blue Cross Blue Shield Active Community LivinQ
Grant
Budgeted Amount: $0,00
Actual Amount: +$24.193,80
Funding Source: BCBSMN
Council Action Request:
Motion to approve the Blue Cross Blue Shield Active Community Living Grant and authorize staff to
execute all necessary documents,
Staff Recommendation:
Staff recommends Council move to approve the Blue Cross Blue Shield Active Community Living Grant
associated with the update of the City's Comprehensive Plan and authorize staff to execute all necessary
documents,
Advisory Commission Action:
Commission
Planning
PTRC
Date
Action
Not Applicable
Not Applicable
Not applicable,
. Supporting Documents (which are attached to this Action Form):
X Memo/letter:
Staff memo dated 9/21/06
D Resolution (No, )
D Ordinance (No, )
D Engineering Recommendation:
D Attorney Recommendation:
X Other:
Copy of Grant Agreement
Financial Implications: Grant funds to be awarded to the City in the amount of $24,193,80
AdministratorlStaff Comments: City Attorney Jerry Filla has reviewed the grant contract and has no objections
.
Page 1 of 1
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~
EN HILLS
MEMORANDUM
DATE:
Agenda Item: SA
September 21, 2006
TO:
Mayor and City Council
Michelle Wolfe, City Administrator
Karen Barton, Community Development Direetor~
FROM:
SUBJECT:
Blue Cross Blue Shield of Minnesota Active Community Living Grant
Background
In March of this year, staff was authorized by the City Council to make application to Blue Cross Blue
Shield of Minnesota (BCBSMN) for an Active Community Living Grant.
Staff submitted an application to BCBSMN in early April. The City has subsequently been notified by
BCBSMN that we have been awarded $24,193,80 in grant funds to participate in the Active Community
Living Grant program,
Although BCBSMN received numerous applications, Arden Hills was among only 8 jurisdictions that
received funding (Eden Prairie, St. Paul, Ramsey County, St. Louis Park, Bloomington, Two Harbors,
and St. Paul Park),
The City is required by Met Council to update our Comprehensive Plan by the end of 2008, In order to
accomplish this, work needs to begin in earnest in early 2007, The work associated with this grant
coincides with the work required for the Comp Plan update, The grant is designed to assist us in
incorporating active community living principles into our comp plan update to assist our community in
developing environments that support physically active lifestyles (i,e" accommodating non-motorized
transportation modes such as walking and bicycling),
As part of the grant, BCBSMN will provide 6 training workshops through the University of Minnesota's
Metropolitan Design Center, as well as guidance and assistance fTom an experienced technical assistance
provider.
Grant funds will primarily be used to cover staff costs related to the grant, but will also inelude costs
associated with public meetings and preparation of the comp plan,
City Attorney Jerry Filla has reviewed the grant contract and raised no objections,
Staff Recommendation
Staff recommends Council move to approve the Blue Cross Blue Shield of Minnesota Active Community
Living Grant and authorize staff to execute all necessary documents,
Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
Name of AqreemenUProject Active Community Planninq
Date of Aqreement 9/20106
Location of Services o Onsite [8J Offs ite
Contractor Company Name Citv of Arden Hills
Address 1 1245 West Hiqhwav 96
Citv, State, Zip Arden Hills, MN 55112
FederallD #
Contractor Contact Michelle Wolfe, City Administrator
Email Address for Contractor michelle ,wolfe@ci,arden-hills,mn,us
Voice Phone Number 651-634-5127
Fax Phone Number 651-634-5137
Aareement Start Date 11/1/07 T Aareement End Date 112/31/07
.
.
1. Scope of Work:
The Contractor shall provide the following "Services" to BCBSM, INC, dba Blue Cross
and Blue Shield of Minnesota ("BCBSM"):
A. Contractor will prepare a comprehensive plan for their community which will
incorporate "active living principles," including clear provisions and strategies for .
accommodating non-motorized transportation modes as their community develops,
Active living principles define a way of life that integrates physical activity into daily
routines, The CDC (Centers for Disease Control) recommends 30 minutes of
moderately intense physical activity on five or more days per week,
2. Deliverables To Be Furnished by Contractor:
A. Contractor shall perform the followinG duties
1, Contractor will describe the process for updating its Comprehensive Plan by
December 31,2007, The contractor's work will be consistent with its work plan,
attached hereto as Appendix 8, which by this reference becomes a part of this
Agreement. The resulting comprehensive plan will explicitly address the
community's strategies for accommodating non-motorized transportation modes
and other characteristics (zoning revisions, density guidelines, etc,) that are
consistent with "active living principles," This is expected to include a "complete
streets" policy, Complete Streets are designed and operated to enable safe
access for all users, Pedestrians, bicyclists, motorists and bus riders of all ages
and abilities are able to safely move along and across a complete street.
2, Contractor will send one or more staff to participate in educational sessions to be
arranged by the Metropolitan Design Center of the University of Minnesota,
Page 1 of 6
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.
Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
retained by BCBSM as technical assistance provider ("TA provider"), A
proposed schedule of educational sessions is attached hereto as Appendix C,
which by this reference becomes a part of this Agreement.
3, Contractor will consult with the T A provider to finalize contractor's schedule of
participation,
4, Contractor will prepare and submit a schedule of activities and meetings related
to the completion of Comprehensive Plan updating to the T A provider and
BCBSM,
5, Contractor will submit a draft of the Comprehensive Plan to the T A provider for
preliminary review and comment. The timing of draft submission will be jointly
determined by the TA provider and Contractor,
6, Contractor agrees to consult with the T A provider during the course of the
Comprehensive Plan updating process, with the draft Plan being subjected to
review, and consideration as a potential model for other municipalities, Such a
request will be made at the discretion of the T A provider and BCBSMN
subsequent to the preliminary review referenced in paragraph 5 above,
7, Contractor will employ the Health Impact Assessment tool provided by the TA
provider.
8, Contractor will (if located within the seven-county Twin Cites Metropolitan Area)
submit the resulting Comprehensive Plan to the Metropolitan Council for review
and approval consistent with schedules established by the Metropolitan Council
for their mandatory updating of Comprehensive Plans,
9, Contractor will submit a copy of the final Comprehensive Plan revision to both
the TA provider and BCBSM,
10, Contractor will designate one (1) staff person responsible for coordinating their
funded activities and serving as primary contact for BCBSM and the T A provider,
11, Contractor will provide BCBSM Project Manager the opportunity to review before
distributing and/or implementing letters to the editor, press releases (including
joint press releases), and advertising that references BCBSM,
12, Contractor will provide BCBSM project manager with copies of all media
coverage,
13, Contractor will make available to BCBSM copies of any products produced by
activities supported by these funds,
Page 2 of 6
Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
.
14, Contractor agrees to adhere to communications guidelines provided by BCBSM,
15, Contractor will submit a program budget, attached hereto as Appendix A, which
by this reference becomes a part of this Agreement, that must be approved by
BCBSM prior to work beginning, BCBSM reserves the right to refuse payment
for any expenses which were not in an approved budget. Contractor will obtain
pre-approval of BCBSM Project Manager for the following:
a, Any budget change after work begins that results in more than a
10% change in individual line items, Proposed changes cannot affect the
overall contract amount.
a, Modifying or adding subcontractors that are not in the approved budget
b, Equipment purchases of $500 or greater that are not in the approved budget.
Examples of equipment include computers, projectors, printers, etc,
c, Travel outside the state of Minnesota
d, Costs for attending conferences, The only exception is if it is a BCBSM-
mandated conference, Examples include conference registration fees and
travel costs,
16, Contractor will participate in independent evaluation interviews (BCBSM will
contract with an external evaluator who will conduct a review of the process and .
may need to speak with a number of key individuals involved),
17, Contractor must initiate contact with BCBSM Project Manager at least once per
month, or as agreed upon by Contractor and Project Manager.
18, Contractor will notify BCBSM Project Manager when there is a change of
personnel on the Contract.
3. Compensation
A. For the Services described herein, BCBSM shall pay Contractor the fees for the
actual costs for the items listed in the budget in Appendix A, attached hereto which
becomes by this reference a part of this Agreement.
B, Total fees under this Agreement will not exceed $ 24,193,80,
.
Page 3 of 6
Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
. 4. Payments
A, Method of Payment
1, Unspent Advance Funds
Notwithstanding the advance payment provisions below, Contractor agrees to repay
any unspent advanced funds within sixty (60) days of written request by BCBSM,
following financial report reconciliation procedures set forth in this section,
.
2, Payment
Contractor is eligible to receive an advance payment of up to 20% of their contract
amount upon the signing of the contract. To receive the advance, contractor must
complete and submit an Advance Request form to BCBSM Project Manager.
Subsequent payments to Contractor will be made on a reimbursement basis based
on the actual costs the Contractor incurs for the deliverables stated in this contract.
The contractor will submit requests for reimbursement using the Invoice form
provided by BCBSM,
At the last billing cycle, BCBSM will reconcile the total amount that was paid to the
Contractor to the total amount of expenditures Contractor incurred on this contract.
The total amount paid to contractor (including advance payments) must equal the
total expenses for the contract. If the total amount paid to the Contractor is greater
than the total expenses incurred, the Contractor will pay BCBSM the difference,
B, The following expenses will not be reimbursed by BCBSM under this agreement.
1, Capital purchases
2, Provision of alcohol, tobacco, or other controlled substances
3, Gifts for staff
4, Pay down existing debt
Project Manager will communicate to contractor any additional expenses that will
not be reimbursed, The effective date will be the date given in the notice and will
only apply to expenses from that date forward, It will not be applied retroactively,
C, BCBSM will not reimburse for costs that were incurred for activity either before the
start date or after the end date of this contract stated in this contract.
D, Indirect or administrative costs
Indirect or administrative expenses on this contract cannot exceed 15% of direct
costs, Contractor should not automatically include 15% as their indirect rate, There
.
Page 4 of 6
Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
needs to be a method to the calculation of the indirect/administrative expense rate
or amount, and upon our request, you may be asked to explain the calculation,
.
Indirect costs are those costs that are intended to cover contract-related costs that
are not easily identifiable, but are necessary to conduct the work, Indirect costs are
the types of expenses the organization would incur whether or not it was awarded
the contract. Examples include rent, utilities, insurance, executive director's salary,
and other overhead expenses,
E, Contractor needs to allow approximately six weeks for payment from the date
invoice was submitted,
F, All invoices must be approved by BCBSM Project Manager in order to be paid,
Payment will be authorized when Project Manager determines satisfactory progress
is being made and costs are in agreement with budget in Appendix A. attached
hereto which becomes by this reference a part of this Agreement, or with agreed
upon changes as required in section 2,
5, Invoicing
A. Invoices must be submitted on at least a quarterly basis, but invoices can be
submitted as often as monthly, All invoices are due within 45 days of the ending
date of the reporting period,
.
B, Contractor shall use the invoice form provided by BCBSM and needs to provide all
information requested, Incomplete invoices or invoices not submitted in accordance
with the above will be returned to Contractor without payment for correction,
C, An invoice must be signed by the person who signed the Contract or his/her
designee, If there is a question as to the authority of the signer that cannot be
resolved to the satisfaction of BCBSM, the invoice will not be honored,
0, Each invoice is subject to approval by Project Manager and/or other BCBSM staff,
and possible audit by BCBSM before payment may be disbursed, If an invoice is
questioned by BCBSM, the Project Manager shall contact the Contractor within
fifteen (15) days of receipt of the invoice,
E, Mail Invoice to:
Blue Cross and Blue Shield of Minnesota
Altn, Accounts Payable Mail M109
3535 Blue Cross Road
Eagan, Minnesota 55122-1154
.
Page 5 of 6
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Blue Cross and Blue Shield of Minnesota
3535 Blue Cross Road, Eagan, Minnesota 55122
Contractor Agreement
6. Compliance with Laws,
The parties do not contemplate that performance of the services provided herein will
involve attempting to influence legislative or administrative action, or the official action
of a metropolitan governmental unit, by communicating or urging others to
communicate with public or local officials or any other activity which may be "lobbying"
under applicable state or federal law, If, however, contractor determines that such
activities do constitute lobbying, contractor will comply with all applicable state and
federal rules and regulations and inform BCBSM that it is reporting such activity as
lobbying,
7. Agreement
Contractor shall provide the Services identified above in accordance with the provisions
of this Contractor Agreement and the "Blue Cross and Blue Shield of Minnesota
Contractor Terms & Conditions" pages 1 through 7 which are attached and made a part
of this Contractor Agreement, and which together constitute the "Agreement",
In Witness whereof, the parties have executed this Contractor Agreement on the
date(s) indicated below,
BCBSM, INC"
dba Blue Cross
and Blue Shield
of Minnesota:
Contractor:
By
By
Signature
Signature
Print Name
Print Name
Date
Date
Page 6 of 6
Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
.
1. SCOPE OF WORK
BCBSM, 1Ne., dba Blue Cross aud Blue Shield of Minuesota (hereafter referred to as "BCBSM") hereby
engages the Contractor, as an independent contractor, to perfom1 and fi.l111ish the Services and work
productldeIiverables described in the Contractor Agreement to which these Terms and Conditions arc
attached. All Services are to be performed in accordance with the Contractor Agreement and if no other
schedule of performance is provided, Services are to begin immediately and proceed at a pace consistent
with industry practice, time beiug of the essence (0 BCBSM,
2. MODIFICATIONS - CHA:"IGES
No amendment or variation of the terms of this Contract shall be valid unless made in writing and agreed
upon by Contract Manager. Major changes to the Contract including, but not limited to, increases or
decreases to the overall Contract amOlmt and substantial revisions to the project deliverables, require formal
amendment of this Contract Changes such as budget line items changes greater than 10% do not require
amendment of the Agreement; however, the Contractor shall obtain prior written approval from Contract
Manager before making such changes. All requests should be submitted in \witing and include a
description of the proposed change and the reason for the change.
3, PERSONNEL
Contractor will furnIsh qualified workers to perform the Services at the times and location( 5) designated by
Ii\? orkplan. Contractor is responsible for overseeing and managing the tasks and functions for the Services
provided under the Contractor Agreement. Contractor will make reasonable efforts to honor specific
requests by BCBSM with regard to the workers who are assigned and any other aspect of obtaining the
desired results under the Contractor Agreement. Contractor shall not subcontract with any third party for
the performance of any Services to be provided under this Agreement without in each instance notifying
BCBSM of Contractor's use of such third party subcontractor. Contractor shall require each such third
party for which BCBSM's consent may be given, to agree in writing to pcrfoml in accordance with, and
subject to the terms of this Agreement prior to the performance of Services by such thIrd party. Neither
BCBSM's consent to the use of any subcontractor, nor the failure of performance thereof by such
subcontractor, shall relieve, release or affect Contractor's duties, liabilities or obligations hereunder, and
Contractor shall at all times be and remain liable hereunder. Contractor will ensure that its employees and
permitted subcontractors will in the performance of this Agreement and \vhenever on BCBSM's premises,
comply with all reasonable instructions, protocols policies and procedures as may be adopted by BCBSM
liom time to time, including its ban on firearms and all other weapons In all buildings BCBSM owns or
leases.
.
4, TERM/TERMINATION
This Agreement is effective for a teml ("Term") commencing on the Start Date and continuing until the
End Date, or until the contracted Services have been completed, or the maximum dollar amount has been
reached, \vhichever occurs first. The start date is defined as the later of either the start date stated in this
contract or the date the contract was signed by BCBSM. Contractor cannot start work until the contract has
been signed by BCBSM. "Start work" is defined as beginning work on the defivcrablcs stated in this
contract. Contractor will meet with Contract Manager prior to a signed Contract in order to do necessary
work to reach an agreement on the deliverablcs, budget, and work plan.
.
Page 1 of 7
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Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
Addjtional Services may be contracted by a written amendment to the Conll-actor Agreement which is
signed by the parties. BCBSM or contractor may terminate this Agreement without cause upon thirty (30)
days written notice to the other party, and upon such termination witholl1 cause, BCBSM shall be
responsible for payment of fees for Services performed by Contractor to the date of termination, and, if
fixed fee, any fees shall be pro-rated to the date of tenninatioll. In the event of material breach by either
party, notice of breach shall be given by the nonbreaching party. In the event such breach is 110t cured
within 10 days of receipt of stich notice, the nonhreaching party may immediately terminate this Agreement
and in addition may exercise any other right or remedy provided herein or at law or in equity.
5, CHARGES
BCBSM agrees to pay Contractor at the rate specified in the Contractor Agreement for the Services outlined
therein. Conh'actor shall invoice BCBSM in accordance with the Conh-actor Agreement and BCBSM shall
remit payment to Contractor within the time period specified in the Contractor Agreement. Contractor is
solely responsible for paying its employees and any subconlracted personnel for Services perfoTIncd under
this Agreement. In no event shall BCBSM be liable to Contractor's employees or subcontracted persmmel
for payment for any Services provided under the Contractor Agreement. BCBSM is not liable to payor
reimburse any type of expense which is not listed in the Conh'actor Agreement unless otherwise agreed
upon in \-\Titing. Contractor assumes responsibility for the timely payment of all income tax, unemployment
and workers' compensation insurance, and all other employment-related taxes arising out of the perfonnance
of Services under the Contractor Agreement.
6. INDEPENDENT CONTRACTOR RELATIONSHIP
Contractor is an independent contractor, and is not an employee, servant, agent, partner, or joint venture of
BCBSM, BCBSM shall identify and request the Services to be performed, but Contractur shall determine
the legal means by which all Services are to be accomplished, BCBSM is not responsible for withholding,
and shall not withhold, FICA or any other employment-related taxes of any kind from any payments made
to Contractor. Neither Contractor, its employees, nor any subcontracted personnel shall be entitled to
receive any benefits which employees ofBCBSM are entitled to receive, nor shall Contractor, its employees
or subcontracted persormel be entitled to workers' compensation, unemployment compensation, medical
insurance, life insurance, paid vacations, paid holidays, pension, profit sharing or Social Security on
account of Services performed under the Contractor Agreement.
7, CONFIDENTIALITY
Contractor acknowledges and agrees that in the course of performing Services heretmdcr, Contractor might
be given or obtain access to Confidential Infonnation of BCBSM. Contractor shall not disclose, nor shall
the Contractor permit its employees or subcontractors to disclose, to any employee or subcontractor of
Contractor not specifically assigned to perform Services hereunder, or to any person, e-ntity or organization
not a party to this Agreement, any such Confidential Information ofBCBSM.
"Confidential Information" shall for purposes of this Agreement include, without limitation, all
information in any form which relates to the business, expertise and/or operations of BCBSM and/or its
affiliates, including, without limitation, infonnation in any form generally understood to be trade secret,
proprietary or confidential and/or that 1S related to its corporate strategic goals, plans, strategies, products
and services, commercial and financial information, system functionality charts and descriptions, program
code logic, trade secret information, and information about employees, health care providers, customers
and/or business partners. "Confidential Information" shall also include any notes, analyses, cost data,
compilations, studies, interpretations, or documents which contain or are based upon any Confidential
Information, regardless of \vhether any such materials or infomlation are specifically labeled as
Page 2 of 7
Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
"confidential", and any other information in any form generally understood to be proprietary, trade secret or
confidential, or which under all the circumstances ought reasonably to be treated as proprietary, trade secret
or confidential. All Confidential Information disclosed is provided '"AS IS". Contractor shaH have no
rights of o\vnership or otherwise in any Confidential Infoffimtion disclosed by BCBSM hereunder and all
such fights are expressly reserved to BCBSM and/or the rightful O\vncr thereof. Contractor will otherwise
protect the confidentiality of BCBSM's Confidential Information in at least the same manner it protects the
confidentiality of its o\\'n proprietary and Confidentiallnfonnation of like kind.
.
8. EQUIPMENT
The Parties agree that BCBSM shall hold and retain throughout the term of this Contract rights and interest
in personal property, including equipment, purchased with funds provided through this contract. In the
event this Contract is tenninated before full performance and completion of all activities and work
authorized and funded herein. the Contractor shall. within sixty (60) days of Contractor's receipt of a
written demand from BCBSM, surrender possession of and any lights to all such property specified in
BCI3SM written demand, Aller sixty (60) days, and upon the BCBSM's termination that Contractor has
complied \vith all terms and conditions of this Contract and has completed all Contractor obligations
reflected herein, BCBSM shall relinquish to the Contractor any and all fights to, and interests in, personal
property, including equipment purchased with lunds provided throughout this Contract.
The contractor shall, at the request of BCBSM or as specifically directed in the Project Narrative, of
Contract Application, herein, provide the BCBSM with copies of any data, design plans, specifications,
photographs, negatives, audio and video productions, films, recordings, reports, findings, recommendations
and memoranda of every descriplion or any palt thereof, prepared under the Agreement.
BCBS:t\1 shall have the right to copy and distribute said copies in any manner when and where it may
determine without any claim on the part of the Contractor, its vendors or subcontractors to any additional
compensation.
.
9, STOP WORK NOTICE
lrrmlcdiately upon receiving a written notice tram BCBS~\1 to stop work, the Contractor shall cease all work
under this Contract. In the event that BCBSM issues a stop work notice, Contractor will not be paid for any
program costs incwred after Contractor has received such notice until such time as Contractor is instructed to
reSllille work, if at a]l.
10, SlTE VISITS
BCBSM may conduct periodic site visits, at its O\VIl expense, to monitor progress during the Contract term.
Also, interim oral or writtcn progress reports may be required to supplement the more formal status reports.
11. RECORD KEEPING REQUIREMENTS
a. Contractor \vill establish an official file for the project. The file shall contain documentation of all actions
taken regarding this contract.
b. Contractor shall establish separate ledger accounts for the receipt and expenditure of Contract flmds and
maintain expenditure deta11 in accordance with the approved budget detail. Separate bank accounts are not
rcquired.
c. Contractor shall maintain [mancial records in accordance \'"ith generally accepted accounting principles.
Contractor shall maintain adequate supporting documentation 111 such detail so as to provide an audit trail
.
Page 3 of 7
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Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
d,
of receipts, expenditures, and disbursements. Contractor's records will permit tracing transactions from
support documentation to the accOlUlting records to financlal reports and billings. Such documentation
shaH include proof of all match contnbutions, including identification of the source of each and every such
contribution, and may include, but shall not necessarily be limited to subsidiary ledgers, payroll records,
vendor involces, canceled checks, bank or other fmancial aCCotUlt records, consultant contracts and
billings, vohmteer rosters and work logs, and lease or rental agreements. Such documentation shall be
readily available for inspection, review, and/or audit by Project Staff or other representative of BCBSM.
Subcontractor(s) employed by the Contractor and paid with moneys under the tenus of this Contract shall
be responsible for maintaining aCcolUlting records as specified above. BCBSM reserves the right to
conduct audits of sub-contractors.
The books, records} documents, and accounting procedures and practices of Contractor relevant to this
agreement shall be retained and made available and subject to examination by BCBSM for a minimum
of three years_
e,
12, ALLOWABLE COSTS AND DOCUMENT A nON
To be allowed under this Contract, costs must meet the following criteria:
a. Be necessary and reasonable for the performance of the contract.
b. Be determined in accordance with generally accepted accounting principles.
c, Be adequately documented,
13. REASONABLE COSTS
A cost is reasonable if, in its nature Of amount, it does not exceed that which would be incurred by a pmdent
person under the circumstances prevailing at the time the decision was made to incur the cost.
Consideration will be given to:
a. Whether the cost is of a type generally recognized as ordinary and necessary for the perfOlmance of the
Contract.
b. The restraints or requirements imposed by such factors as generally accepted sound business practices,
alTIlS length bargaining, federal and state laws and regulations and the tenns and conditions of the Contract.
c. Whether the individuals concerned acted with prudence in the circumstances, considering their
responsibilities to the organization, its members, employees, clients, and the public at large.
d. Significant deviations from the established practices of the organization that may unjustifiably increase
Contract costs.
14, REIMBURSEMENT LIMITED TO NET COSTS
All costs charged against the Contract shall be net of all applicable credits, The term "applicable credits"
refers to those receipts or reductions of expenditures that operate to offset or reduce expense items that arc
reimbursable under this Contract. Applicable credits may include, but arc not necessarily limited to, rebates
or allowances, discounts, credits toward subsequent purchases, and refunds. Contractor shall, where
possible, deduct the amount of the credit from the amount billed as reimbursement for the cost, or shall
deduct the atnowlt of the credit from the total billed under a fuhue invoice.
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Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
15, AUDITS
.
The Contractor agrees that BCBSM and its representatives shall have an absolute right of access to, and right
to review and copy, all of the Contractor's records pertaining to this Contract and to conduct reviews and/or
audits related to this Contract Contractor shall, for the purpose of any such review or audit, retain and provide
access to an records related to the Contract including, but not necessarily limited to, those records specified in
Clauses (# 11, #12, #13, and #14) above, Contractor shall also provide access to and allow interview of any
employee who might reasonably have information related to such records. Such access to employees and
records shall be provided during normal business hours tlu:oughout the Contract ternl and fOT at least three
years after the fmal payment is disbursed pursuant to this Contract, or until completion of any action and
resolution of all issues which may arise as a result of any audit or review of such records, whichever is later.
16. DOCUMENTATION OF TIME SPENT
Contractor shall maintain reports or other detailed records (e.g. activity logs or timesheets) documenting time
spent by each employee, agent, contractor or volunteer whose work in support of the Contract is billed under
the Contract or used as match. Records used to meet this requirement shall identifY the individual performing
the \vork, the date on which the work was performed, the specific Contract-related activities or objectives to
which the individual's time was devoted, and the amount of time spent. Such records shall rdlect actual time
spent, rather than that which was planned or budgeted.
17, INDEMNITY AND INSURANCE
Each party agrees that it will be responsible for its own acts and the results thereof to the extent authorized
by law and shall not be responsible for the acts of the other party and the results thereof. Tbe liability of the
parties shall be governed by the provisions of the Minnesota Municipal Tort Claims Act, Minnesota
Statutes Chapter 466 and other applicable law,
.
18, AMENDMENT
This Agreement may be amended only by murual written agreement of the parties.
19, GOVERNING LAW
The formation: interpretation and performance of this Agreement and any disputes arising out of it shall be
governed hy the laws of the state of Minnesota, and, to the extent applicable, the laws of the United States
of America.
20, NOTICES
Every notice or other communication to be given by either party to the other with respect to this Agreement,
shall be in \\ITiting and shall not be effective for any purpose unless the same be delivered personally or by
United States certified mail, postage prepaid, addressed if to BCBSM as follows:
Blue Cross and Blue Shield ofMitmesota
3535 Blue Cross Road
Eagan, Minnesota 55122
Attn: Purchasing Manager
.
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Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
and if to Contractor at the address set forth in the Contractor Agreement; or at such other address or
addresses as BCBSM or Contractor~ respectively, may from time to time designate by notice given as above
provided.
21. WARRANTIES
ContTactor warrants that (a) an Services performed hereunder will be performed in good faith and in a good,
professional, workmanlike, competent and timely manner, in conformity with all applicable professional
standards and the requirements of these Tenns and Conditions and the Contractor Agreement, (b)
Contractor, its employees and permitted subcontractor persOlmel, if any, shall have and maintain the
requisite teclmical knowledge, skills, abilities, licenses and qualifications to provide the Services, (c)
Contractor will comply with all applicable local, state and federal ordinances, laws and regulations in
providing the Services, and (d) all work product to be provided BCBSM as a result of the Services will
comply, function and perform in accordance \vith specifications and requirements set forth in the Contractor
Agreement, if any. Contractor warrants that Contractor (including Contractor's personnel perfonning
Services hereunder) (a) has not offered or provided any gifts, gratuities or other consideration to any
BCBSM employee for the pmpose of inducing BCBSM to enter into this Agreement, and (b) has no
personal, financial or other interest in or with (i) any supplier of goods or services recommended by
Contractor to BCBSM, or (ii) any BCBSM customer or supplier to BCBSM of goods or services, which
relate to Services performed or to be performed by Contractor under this Agreement. Contractor agrees that
it will not pemlit any person having such a "conflict of interest" to pcrfoml services for or on behalf of
BCBSM,
22, ENTIRE AGREEMENT
The parties mutually agree and understand that this Contract is a legally binding document.
These Tenns and Conditions and the Contractor Agreement to which they are attached and hereby made a
pan thereof: together with any Exhibits or AttacPJTIents to the Conh'actor Agreement, to the extent
specifically referenced in and incorporated into the Contractor Agreement, constitute the entire
"Agreement" berween the parties and supercede all previous discussions, proposals and/or \"Tinen or oral
agreements, if any, relative to the subject matter hereof In the event of any inconsistency betv.'een these
Terms and Conditions, the Contractor Agreement, the Exhibits or Attachments, if any, these Tenns and
Conditions shall control,
23, ASSIGNMENT
Neither party shan have the right to assign this Agreement without the prior written consent of the other
party, and any attempted assignment shall be null and void; provided, however, that BCBSM may without
consent. assign this Agreement to any entity that, directly or indirectly, through one or more intermediaries,
controls, or is controlled by, or is lmdcr conullon control with, BCBSM.
24, SEVERABILITY
If any term or provision of this Agreement should be or become invalid or prohibited under applicable law,
such provision shall be ineffective to the extent of any such prohibition without impairing the remaining
provisions in any way.
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Blue Cross Blue Shield of Minnesota
Contractor Terms and Conditions
25, ATTORNEY'S FEES
.
In the event that any action) suit or other proceeding is instituted to remedy, prevent, or obtain relief from. a
breach of this Agreement, or arises out of a breach of this Agreement, the prevailing party shall be entitled
to recover all of such party's reasonahle attorney's fees, costs and expenses incurred in connection
therewith.
26, TIME
Time is of the essence in the performance ofthi5 Agreement.
27. WAIVER
No waiver of or to this Agreement shall be valid unless in writing and signed by the party to be charged
with such waiver. No waiver of, or failure to exerCise, any option, right or privilege under this Agreement
by either of the parties hereto on any occasion or occasions shall be construed to be a waiver of the same or
similar option, right or privilege on any other occasion.
28. SURVIVAL
No expiration or earlier temnnation of this Agreement shall affect the rights and obligations of the
respective parties hereto \vhich have accrued prior to the effective date of expiration or termination.
.
.
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BlueCross BlueShield
of Minnesota
An illde~"d!"t license~ ~lthe Blue em" and 81ue Sllield~rx1l'i""
NEWS RELEASE
FOR MORE INfORMATION:
Karen Lyons 651-662-1415
Karl Oestreich
65 I -662-1502
Blue Cross Announces Finalists for Active Community Funding
Funding through Prevention Minnesota supports community-led efforts to adopt community
design strategies that help residents incorporate physical activity into daily routines,
EAGAN, Minn, (July 26, 20(6) - Blue Cross and Blue Shield of Minnesota (Blue Cross) has
announced the selection of] 1 proposals for t\\'O programs that \\lill help Minnesota city and county
governments plan their communities to better support physically active lifestyles. The two programs ~
Active Community Planning and Active Community Assessment & Engagement - are part of Prevention
Minnesota, Blue Cross' long-term initiative to improve the health of all Minnesotans. Prevention
Minnesota tackles preventable heart disease and cancers by addressing their root causes - tobacco use,
physical inactivity, and unhealthy eating.
"Physical inactivity is one of the top causes of preventable death and disability in Minnesota,"
said Marc Manley, M.D., vice president and medical director of population health at Blue Cross. "As
more people recognize the need to build physical activity into their daily lives to improve their overall
health, our environments need to SUPPOrl that choice. For example, safe and attractive pedestrian and
bicycle routes can make it easier for people to choose active transportation for commuting, daily chores
and recreation." continued Manley. "It's all about improving the health of Minnesotans, and we're
pleased that counties and municipalities are eager to plan for active community environments so their
residents have a choice."
.
The selected projects emerged from a competitive Request for Proposals (RFP) process. Each
eligible application went through a two-part expert review process, and funding is still contingent on
successful contract negotiation. The following applicants \\lere selected for the Active Community
Planning funding. They will be incorporating active Jiving principles into their comprehensive plans,
which govern issues such as land use, housing, and transportation.
. City of Arden Hills
. City of Bloomington
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.
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Blue Cross announces funding for Active Community Design Funding /Page 2
. City of Eden Prairie
. City of 51. Louis Park
. City of 51. Paul
. City of 51. Paul Park
. City of Two Harbors
. Ramsey County
The fonawing applicants WC"Te selected for Active Community Assessment & Engagement
funding. They will be working with community stakeholders about active Jiving principles and help them
apply those principles to their community planning processes.
. Arrowhead Regional Development Commission/Northeastern Minnesota Obesity Prevention
Project
. Dakota County
. Hennepin County
Active Community Planninf; and Active Community Assessment & Engagement funding is part of a
larger community funding initiative by Blue Cross' Prevention Minnesota. Communities on the Move
projects encourage regular physical activity among insufficiently active adults, and Communities for
Healthy Air projects support community-led efforts to reduce exposure lo secondhand smoke in the state.
Communities on the Move is still accepting proposals through September and plans to fund an additional
20-50 projects, Funding for all these programs in 2006 will total approximately 55,8 million,
Community funding complements Prevention Minnesota's other core strategies, which include
policy change, clinical initiatives, public awareness campaigns and outreach to high-risk groups.
Prevention Minnesota's broad-based approach fallows the strategic guidance of the Centers for Disease
Control and Prevention, which has cited community programs as an essential part of a comprehensive
health improvement program.
For more information visit w\Vw_Dreventionminncsoti:i.:~~9XD__
Blue Cross and Blue Shield of Minnesota, with headquarters in the St. Paul suburb of Ear;an, lvas
chartered in 1933 as A1innesota's first heal1h plan and continues to carry out its charter mission today: to promote
a lvider, more economical and timely availabili!y 0.1 health services for the people qli\1innesota. A not-jor-pro.fit,
taxable organization, Blue Cross is the largest health plan based in Minnesota, covering 2. 7 million members in
lr1innesota and nationally through its health plans or plans administered by its affiliated companies. Blue Cross and
Blue Shield of.Minnesota is an independent licensee oJ!he Blue Cross and Blue Shield Association, headquartered
in Chicago. Go 10 lVlt/lv.bluecrossmncom to learn more about Blue Cross and Blue Shield ofAlinnesota.
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