HomeMy WebLinkAbout01-08-07 Full Agenda Packet
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Mayor: ~, 1245 W. Highway 96
Stan Harpstead ~~J-IILLS Arden Hills, Minnesota
55112
Councilmembers: 651.634.5120
David Grant Arden Hills City Council I
www.ci.arden-hills.mn.us
Brenda Holden
Fran Holmes
David McClung
REGULAR MEETING
Monday
Januar 8,2007
City Visioll
A strong conununity that values our unique environment, our fiscal soundness,
and our tradition as a desirable city in which to live, work, and play.
Swearing in of New City Councilmembers- I
6:30 PM
Agenda
City Council Meeting Convenes 7:00 PM
Call to Order
PLEDGE OJ<' ALLEGIANCE
1. AI>PROVAL OF AGENDA
2. APPROVAL OF MINlJTES
A. Dccember 11,2006 City Council Meeting
B. Decembcr 18,2006 City Council Work Session
3. CONSENT CALENDAR 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
A. Claims and Payroll fonnal. There will be no separate discussion of these items, unless a Council
B. Resolution No. 07-01: Appointing Mayor Mcmbcr so requcsts, in which event, Ihc itcm will be removed from the
gcncral order of business and considercd separalely in its normal sequence on
Pro- T em thc agenda.
C. Rcsolution No. 07-02: Designating
Depositorics and Corporate Authorization
D. Resolution No. 07-03: Dcsignating
Brokerage Firnls
E. Resolution No. 07-04: Designating
Money Market Depositories
F. Resolution No. 07-05: Telephonic
Transferring of Funds
G. Resolution No. 07-06: Appointing City
Engineer
H. Resolution No. 07-07: Appointing Civil
and Criminal Attorncy
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Arden Hills City Council Agenda .
January 8, 2007
Page 2
l. Rcsolution No. 07-08: Appointing Lcgal
Newspaper
J. Resolution No. 07-09: Appointing Auditor
K. Resolution No. 07-10: Appointing
Planning Commission & Liaisons
L. Resolution No. 07-11: Appointing Parks,
Trails and Recrcation Committee
Members & Liaisons
M. Resolution No. 07-12: Appointing
Communications Committee Members &
Liaisons
~. Resolution No. 07-13: Appointing
Council Liaison to Lake Johanna Fire
Department
O. Resolution No. 07-14: Appointing
Economic Development Committee
Members & Liaisons
P. Resolution 07-15: Appointing Council
Liaison to the Ramsey County League
Q. Resolution No. 07-16: Appointing City
Council Liaison to the Visit Minneapolis
(Mctro North) Convention and Visitors
Bureau
R. Resolution 07-17: Appointing Council
Liaison to the Karth Lakc Improvcmcnt
District
S. Resolution No. 07-18: Accepting the
Liability Coverage Limits from the
League ofMinncsota Cities Insurance
Trust (LMCIT)
4. PULLEn CONSENT ITEl\lS Those items that are pulled from the Consent Calendar will be removed from
the general order of business and considcred separately in its normal sequence
on the agenda.
5. PUBLIC INQUIRIES/INFORMATIONAL Public Inquiries/Informational is an opportunity for citizens to bring to the
Council's attention ~my items not currently on the agenda. In 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 thc Council, we ask that
individuals limit their comments to Ihree (3) minutes. Written documents
may be distributed to the Council prior to the meeting, or as bench copies, to
allow a more timely presentation.
6. I)lIBLIC HEARINGS
A.
7. NEW BlJSINESS
A Motion to Appoint the TCAAP Advisory Master Planning Karell BartOli
Committee Membcrs
r Arden Hills City Council Agenda
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January 8, 2007
Page 3
B Motion to Approve the Appointment of Susan Iverson as the Michelle WolfclSchawn Johnson
City's new Finance Dircctor
8. UNFINISHED BUSINESS
A. Motion to adopt Resolution 07-21 receiving the feasibility Kris Giga
report for the 2007 PMP Project and ordering the Public
Hearing for January 29, 2007
B. TCAAP Update - Verbal Karen BartOli
C.
9. COUNCIL COMMENTS AND REQUF.STS
An.JO( IRN
CLOSED SESSION:
Immediately Following the Regular City Council Meeting:
I. Status Discussion Regarding Rochon Corporation/City Hall Arbitration/Mediation Case - I>ursuant
to MS 131).05 SUBD3.b
2. TCAAP Offer to Purchase- Pursuant to l\1S 13D.05 SlJBD 3.b
WORK SESSION:
Immediately Following the Closed Session Meeting:
1. TCAAP Preliminary Development Agreement Status Update Discussion
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Approvcd:
CITY OF ARDEN HILLS. MINNESOTA
REGULAR CITY COUNCIL MEETING
DECEl\lBER 11.2006; 7:00 P.NI.
ARDEN HILLS CITY COUNCIL CHAMBERS
PLEDGE OF ALLEGIANCE
CALL TO ORDER/ROLL CALL
Pursuant to duc call and noticc thercoC Mayor Bevcrly Aplikowski called to ordcr the
rcgular City Council meeting at 7:04 p.m.
Present: Mayor Bcvcrly Aplikmvski, Councilmcmbers David Grant, Gregg Larson,
Brcndn Holden, and Vinccnt Pellcgrin.
. Abscnt: None.
Also prcsent were City Administrator, Michclle Wolfe; Public Works Director, Gregory
Hoag; Community Developmcnt Director, Karcn Barton; City Engineer, Schawn
Johnson; City Planncr, James LchnholT; Parks and Recrcation Manager, Michelle Olson;
Building Official Davc Schcrbcl; Planning Commissioner Clayton Larson; and Rccording
Secretary, Kathleen Altman.
l. APPROV AI., OF MEETING AGENDA
Councilmember Larson requested itcm 3d be pulled from the Consent Calendar and added as
item 4.
MOTION: Councilmember Larson moved and Councilmember Grant seconded a
motion to approvc thc mecting agenda as amended. The motion carried
unanimously (5-0).
2. APPROVAL OF MINUTES
A. Novembcr 27,2006 City Council Meeting
B. November 20, 2006 City Council Work Session
. C. October 30, 2006 City Council Work Session
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ARDEN HILLS CITY COUNCIL - December 1],2006 2 ,
D. December 4, 2006 Truth-in- Taxation Public Hearing .
Councilmember Holden requested the following changes: November 20, 2006 Work Session
Meeting, Page 7, paragraph 7, remove one hour and replace with one-half hour.
MOTION: Councilmember Grant moved and Councilmembcr Larson seconded a
motion to approve the November 26, 2006 City Council Meeting Minutes
as presented, the November 20, 2006 City Council Work Session as
amended, the October 30, 2006 City Council Work Session as presented,
and the December 4, 2006 Council Work Session Minutes as presented.
The motion carried unanimously (5-0).
3. CONSENT CALENDAR
a. Claims and Payroll
b. Motion to Approve Ordinance No. 382: Approval of the 2007 Fcc Schedule
c. Resolution 06-55: Certifying the Delinquent Utilities
d. Resolution 06 54: Revising the City's Utility Rutes
e. Motion to Approve the Recording Secretary Service Agreement with TimeSaver
Off Site Secretarial Service, fnc.
r. Motion to A ward the 2007 Tree Removal Contract
g. Motion to receive drainagc and utility easements for the 2006 PMP Project and
authorize staff to record said easements at Ramsey County .
h. Motion to Contract with OS Productions for an Amount not to exceed $45,294.99
for the Video Equipment in the City Council Chambers.
I. Resolution 06-63: Setting the 2007 City of Arden Hills Recycling Fee for the
Residential Curbside Recycling Program.
J. Motion to Accept the Site Development/Landscaping Agreement for Hein Ngo
and Nguyet Ky of 3433 Lake Johanna Boulevard as requircd in Planning Case 06-
028.
k. Motion to Approve the Animal Control Contract with ASCI, Inc. for 2007
1. Motion to Approve the 2006 Budget Amendments
MOTION: Councilmember Pellegrin moved and Councilmember Holden seconded a
motion to approve the Conscnt Calendar removing item d and to authorize
execution of all necessary documents contained therein. The motion
carried unanimously (5-0).
4. PULLED CONSENT ITEMS
D. Resolution 06-54: Revising the City's Utility Rates
CouncilmemberLarson noted the utility rates the City had in effect has created a differential for
seniors in the City. He stated he opposed this and he did not understand why thc City had this .
provision. He stated the City has not applied this type of a discount to any other scrvices and if a
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. ARDEN HILLS CITY COUNCIL - December 11, 2006 3
. senior cannot afford to pay for their utilities, there are other alternatives. He recommended
Council restore the regular rates to all citizens of the City.
MOTION: Councilmcmber Larson moved and Mayor Aplikowski seconded a motion
to amend Resolution 06-54 to eliminate the diffcrcntial rates charged to
senIors.
Councilmember Grant asked if the senior rates applied to seniors who wcre 62 or 65. Ms.
Wolfe statcd she believed it was 65.
Mayor Aplikowski asked what the rate difference was. Ms. 'Volfe responded it dcpended - the
basc charge for the sewcr was a differencc of almost $20.00; the differcnce with water was that
there was no base or minimum for water charges tor seniors. For non-scniors there was a base of
10,000 gallons rcgardless of usage. She notcd the major difference was the base rate for the
sewcr.
Mayor Aplikowski stated she was a senior and had not applied for this assistance and would not
apply for it. She did not belicve thcre was a nccd for this type of break for thc seniors.
Councilmember Larson stated he did not want to subsidize other people's water consumption.
Councilmembcr Holden stated there wcre seniors in her area that were on a fixcd income and
. she expressed concern that the City had not donc an examination as to how many people this
would affect. She statcd thc lower income people of thc City might need this and she wanted an
cxamination as to how many people this would affect. She stated she was not in favor of the
amendment at this time.
Council member Holden stated the City has had plenty of time to do a financial assessment of
this.
Council member Grant stated he would not support the motion. He noted he too had seniors in
his area who werc on a fixed income and he did not \vant to remove this without studying it first.
The motion failed (2-3) (Council members Grant Holden, and Pellegrin opposed).
MOTION: Councilmcmber Larson moved and Councilmemher Grant scconded a
motion to approve Resolution 06-54: Revising the City's Utility Rates.
The motion carried unanimously (5-0).
5. PUBLIC INQUIRIES/INFORMATIONAL
Representatives of the Fire Department presented Councilmember Larson with a plaque
recognizing and thanking him for his service on the Fire Board of Directors and Board of
Tmstees.
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ARDEN HILLS CITY COUNCIL - December II, 2006 4 .
William Henry, Chair of the PTRC, thanked the outgoing Councilmembers and Mayor for .
their leadership and service to the City.
6. PUBLIC HEARINGS
None.
7. NE\V BUSINESS
A. Property Maintenance Task Force
Planning Commission Member Clayton Larson stated the Mayor and City Council had
requested a task force be formed to research the adoption of a Property Maintenance Code to help
maintain property values in the City. The property maintenance task forcc and the Planning
Commission rccommended the IPMC (2006 International Property Maintenance Code) for
adoption by the City Council. The task force was also requesting a Council recommendation as
to what cxtent they wish the IPMC to be enforced. The gencral consensus of the task force was
that proactive neighborhood sweeps were not needed at this time, but may be considcred in the
future, with the realization that incrcased enforcement would crcate additional costs for the City.
Councilmember Grant thanked the Task Force for their hard work on this.
Councilmember Larson also thanked the Task Force and stated this was something the City .
needed.
Councilmember Holden thanked the Task Force for their efforts.
Councilmember Pellegrin thanked the Task Force for their expel1ise and work on this.
MOTION: Councilmember Grant moved and Councilmember Larson seconded a
motion to approve the IPMC (2006 International Property Maintenance
Code). The motion carned unanimously (5-0).
MOTION: Councilmember Holden moved and Councilmember Larson seconded a
motion to direct staff to work with the City Attorney to incorporate this
into the City Code. The motion calTied unanimously (5-0).
B. Motion to Approye/Deny Plannin!! Case 06 035, Variance for John and Jeri Huyett
at 3203 Shorewood Drh'C, based on the f'indin!!s and Four Conditions in the
J!lan.nio!! Case Report
Pulled from the agenda by applicants.
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C. Motion to Approve Plannin2 Case 06-036, Site Plan Review for Ted Brausen-
. Brausen's Service Gara2e at 1306 & 1310 Countv Road E, Based on the Findin2s
and 14 Conditions in the Plannin2 Case Report
Mr. Lehnhoff stated the applicant was proposing to replace a legal, nonconfonning fifty-six (56)
square foot, fourteen and one-half (14.5) foot tall sign that was located at the northeastem comer
of the property with a new sixty-four (64) square foot sign of which twenty (20) square feet
would be used for the business name and pennanent accessory signage. The new sign would be
15.8 feet tall. Thc property owner is proposing to use the sibIJ1 to display the time, tcmperature,
and advertising for the on-sitc garagc station and the of{-:"site vehicle rcpair business. He
indicated thc Planning Commission recommended 4-2 to approve the Site Plan Review based on
the submitted plans, fourteen findings of fact, and thirteen conditions.
Mayor Aplikowski asked what color would the electronic letters be. John Ryder, Arrow Sign,
responded there were two color choices, rcd or ambcr (ycllow).
Councilmember Larson asked if the sign would be used for both properties (front and back).
Mr. Ryder stated whcn they first discussed this, it was only for the back property, but it would
be uscd for both properties. He stated they wcre attempting to update the sibIJ1 with a new logo.
Councilmember Holden statcd she was not comfortable with recommendation 4 with respect to
the five seconds. She recommended they increase it to ten seconds.
. Councilmember Grant noted if they were to takc the properties individually they would be
allowed to have two signs.
Councilmember Larson stated he was comf0l1able with the sign for the back property, but he
was not comfortable with the flashing part of the sign.
Mayor Aplikowski believed this new sign would cnhancc thc area by removing a couple of
other signs and it would draw thc focus to the middle of the property instead of the edge of the
property.
Councilmember Pellegrin stated from his standpoint, this sign was a big improvement to what
was thcrc currently. He believed this type of sign was appealing and was not distracting.
Councilmember I"arson stated he was not in supp0l1 of this because of the flashing messages.
He stated he would support putting in a new non-flashing sign. Mr. Ryder noted the sign would
not flash or scroll. He indicated it would present one message for ten scconds, flash time and
temperature, and present another message for ten seconds.
Councilmembcr Larson stated he was having trouble with the rationalc for thc sign and he
belicved this would also open the doors to other businesses wanting similar signs in this arca.
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ARDEN HILLS CITY COUNCIL - December] ], 2006 6 .
MOTION: Counci]member Holden moved and Counci]member Pellegrin seconded a
motion to amend Planning Case 06-036 recommendation four from five .
seconds to a minimum of ten seconds. Thc motion carried unanimously
(5-0).
MOTION: Counci]member Ho]den moved and Councilmember Pellegrin seconded a
motion to approve Planning Case 06-036, Site Plan Review for Ted
Brausen - Brausen's Service Garage at 1306 and 1310 County Road E,
based on the 13 findings and ]4 conditions as noted in staffs December 7,
2006 report with the amended numbcr 4. The motion carried (4-1),
(Counci]member Larson opposed).
MOTION: Counci]member Holden moved and Councilmember Pellegrin seconded a
motion to approve the Sign Operation Agreement Option changing 3.0.B.3
from five scconds to tcn seconds. The motion carried unanimously (5-0).
D. Resolution 06-62: Desh:watine a Portion of the Arden Hills Trail System as the
Elmer L. Andersen Memorial Trail
Ms. Olson stated at the Parks, Trails, and Recreation Committee (PTRC) meeting, it was
recommended by motion that the City Council adopt a resolution supporting the dedication and
designation of the trail segment extending northeast from the intersection of Cleveland and
County Road D as the Elmer L. Andersen Memorial Trail. .
Councilmember Grant recommended stafflook at the minutes of the meeting to determine what
the requirements for a memorial would be. He stated he believcd they intended that a memorial
was for someone who had made a significant contribution and who was deceased for three or
more years.
MOTION: Councilmember Larson moved and Councilmember Grant seconded a
motion to adopt Resolution 06-62: Designating a portion of the Arden
Hills Trail System as the Elmer L. Andersen Memorial Trail. The motion
carried unanimously (5-0).
8. UNFINISHED BUSINESS
A. Approve 2007 City Budeet
I. Resolution No. 06-56: Adopting the 2007 Budget
Ms. Wolfe reviewed the 2007 budget highlights and recommended Council approve the 2007
budget, tax levies, employee compensation plan, and employee benefit contribution.
MOTION: Councilmember Larson moved and Councilmember Pellegrin seconded a
motion to approve Resolution 06-56: Adopting the 2007 Budget. The
motion carried (4-1) (Councilmember Holden opposed). .
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. ARDEN HILLS CITY COUNCIL - December 11, 2006 7
. 2. Resolution No. 06-57: Setting the Final I~evy for Taxes
MOTION: Councilmember Larson moved and Councilmember Pellegrin seconded a
motion to approve Resolution No. 06-57: Setting the Final Levy for
Taxes. The motion carried (3-2) (Councilmembers Grant and Holden
opposed).
3. Resolution No. 06-58: Setting the Special Levy for the Karth Lake District
MOTION: Councilmember Grant moved and Councilmember Pellegrin seconded a
motion to approve Resolution 06-58: Setting the Special Levy for the
KarOl Lake District. The motion carried unanimously (5-0).
4. Resolution No. 06-59: Approving the 2007 Employee Compensation Plan
MOTION: Councilmember Holden moved and Councilmember Grant seconded a
motion to approve Resolution No. 06-59: Approving the 2007 Employee
Compensation Plan. The motion carried unanimously (5-0).
5. Resolution No. 06-60: Approving the 2007 City Contributions to the Non-
Bargaining Unit Employee Monthly Benefits
. MOTION: Councilmember Holden moved and Councilmember Larson seconded a
motion to approve Resolution No. 06-60: Approving the 2007 City
Contributions to the Non-Bargaining Unit Employee Monthly Benefits.
The motion carried unanimously (5-0).
B. TCAAP Update
Ms. Barton updated the Counci I on recent TC AAP developments.
9. COUNCIL REQUESTS
Councilmember Pellegin commended the City staffs hard \-york and effort. f Ie stated he
respected the Council's opinions and it was his privilege to serve with them for this past year.
Mayor Aplikowski presented Councilmembers PelIegrin and Larson with plaques recognizing
their service to the City.
Councilmember Holden thanked Mayor Aplikowski, and Councilmembers Larson and Pellegrin
for all of their hard work.
. Councilmember Grant expressed his appreciation to Councilmembers Larson, Pellegrin, and
Mayor Aplikowski.
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ARDEN HILLS CITY COUNCIL - December 11, 2006 8
Councilmember Larson stated he was appreciative to the residents of Arden Hills for allowing .
him to serve on the Council. He paid a tribute to fornler Mayor Dennis Probst who set the stage
for TCAAP, the new City Hall, and the Joint Maintenance facility. He also paid tribute to Mayor
Aplikowski for her service to the City. He presented Mayor Aplikowski with a plaque
recognizing her service to the City. He acknowledged the dedication of the City staff and
residents who contributed to the committees.
Mayor Aplikowski stated she has served with six different City Administrators and a variety of
staff people. She stated one of the regrets she had was that they finally had a staff in place. She
thanked staff for working for the City. She stated it has been a pleasure to serve as both a
Councilmember and Mayor. She stated she will miss being on the Council. She thanked
everyone for being part of the future of Arden Hills. She wished the new Council the best of
luck.
Mayor Aplikowski adjourned the Regular City Council Meeting at 8:50 p.m.
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Stanley D. Harpstead Michelle Wolfe
Mayor City Administrator
NOTICE OF MEETINGS .
The next Council Meeting will be held Monday, January 8, 2007 at 7:00 p.m. at the Arden Hills
Council Chambers.
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Approved:
CITY OF ARDEN HILLS, l\HNNESOTA
WORK SESSION MEETING
DECEl\lBER 18.2006; 5:00 P.M.
ARDEN HILLS CITY COUNCIL CHAMBERS
CALL TO ORDER/ROLL CALL
Pursuant to due call and notice thereoC Mayor Beverly Aplikowski called to order the
work session meeting at 5:05 p.m.
Present: lVlayor Beverly Aplikowski, Councilmembers Gregg Larson, David Grant,
and Brenda Holden
Absent: Councilmembcr Vincent Pcllegrin (Excused)
Also present were: Community Development Director, Karen Barton; Assistant City
. Administrator, Schawn Johnson; Parks and Recreation Manager, Michelle Olson; Public
Works Dircctor, Grcg Hoag; and Civil Engincer, Kris Giga
Othcrs present were: Mayor Elcct Stan j-Iarpstead, Councilmember Elect David
McClung, and Councilmcmher Elect Fran Holmes
1-694 Proiect Uodatc-
Public Works Director Greg Hoag introduced Chris Roy and Mark Lindeberg from the
Minnesota Department of Transportation to provided the City Council with an overview of the
current status and concept plans (unapproved by MnDOT at this time) for the 1-694 project.
Mr. Mark Lindeberg noted an important part of the 1-694 planning process is the environmental
assessment. The Minnesota Department of Transportation recently contracted with the
engmeenng fi rm SEH to complete the Environmental Assessment (EA) report. The
Environmental Assessment is scheduled to be released for public review and comment in early
2007. At this time, City staff has received a dran copy of the Environmental Assessment report
and is currently reviewing the information. The Environmental Assessment report process is an
opportunity for the City Council to provide input to MnDOT in regards to the proposed 1-694
project. At this time, project funding through the State of Minnesota is pending.
Councilmember Elect Fran Hohnes asked if the proposed 1-694 and 35E projects are considered
. joint projects by MnDOT.
ARDEN HILLS CITY COUNCIL - Decembcr 18, 2006
Mr. Chris Roy stated that the 1-694 and 35E arc considcrcd separate projects, but considercd part .
of unweave the weave road project that the State ofMinncsota has undertaken.
Councilmember Holden asked if thc City has been involvcd in thc planning process and if City
staff has provided input to MnDOT regarding the environmental asscssment.
Mr. Mark Lindcberg said that City staff infonned MnDOT that the City's objectivc was to rcduce
traffic congestion and vehicle speeds along Hamline Avenue.
Councilmcmber Holden asked if access to lIighway 10 \vill be impacted hy MnDOT's proposed
plan.
Mr. Lindeberg notcd that thc current plans do not impact the Highway 10 extension.
Councilmember Larson said that he is concerned that the City Councils concerns regarding
Highway 10 were not addressed by fonner staff members.
Mr. Lindeberg statcd that City staff has informed MnDOT ahout the City's concerns regarding
Hamlinc Avenue and Highway 10.
Councilmcmber Elect David McClung asked if MnDOT has reviewed any alternative
constmction plans rcgarding Hamline-694 and Highway 10-694. He is concerned that the
proposed plan will minimizc access to the northern side of Arden Hills. .
Mr. Mark Lindebcrg noted that MnDOT has reviewcd those concerns, but there are a lot of
roadways that are located in a very tight cOlTidor. The projcet scopc has becn reduccd to
minimize property acquisition and construction expense whiic reducing traffic congestion in this
area.
Mayor Elect Stan Harpstead asked how often thc traffic models are reviewed by MnDOT.
Mr. Mark Lindebcrg said that the traffic models were run last year and utilizcd the projected
traffic volumes for the year 2035.
Mayor Aplikowski asked if thcrc are any similar road dcsigns in the mctro area that are
comparable to the proposed 1-694 improvemcnts.
Mr. Chris Roy said that the proposed project would bc similar to the freeway access at thc Mall
of America in Bloomington ncar 494 and County Road 77.
Mayor Elect Harpstead asked if there is any right-of-way acquisition for this project.
Mr. Mark Lindeberg said that there will be minimal to no right-of-way acquisition in Arden Hills
for this project. .
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ARDEN HILLS CITY COUNCIL - December 18, 2006
. Councilmember Larson recommended that the future City Council strongly consider the notion
of changing Highway 10 so that it is not a short cut for motorists to 694 and 35W. Maybe the
future City Council can work out a middle of the road proposal that will appease MnDOT and
Arden Hills.
Mr. Chris Roy stated that Highway 10 and the 35W COlTidor arc not part of this proposed
project. MnDOT needs to take a more comprehensive look at the 35W corridor in the near future
especially with the increase development in the northern section of 35W. Also, Highway 10 is a
federal highway and is not under the State of Minnesota's jurisdiction.
Councilnlember Holden asked what would happen if the City Council does not agree with
MnDOT's proposal.
Mr. Chris Roy noted that the City Counci I has the authority to approve or deny the proposed
project layout. If the City Council denies the proposed layout the project goes to an appeals
board that involves the City and MnDOT to discuss the party's differences. If the two sides are
not able to reach an agreement, the Transportation Commissioner will make the final decision
regarding the project layout.
Mayor Aplikowski stated that the City will have to bring some creative ideas to the table and
work cooperatively with MnDOT on the 1-694 issue.
. Karth Lake Improvement District-
Kath Lake Improvement District Board Member Albert Nieneber provided the City Council with
an overview of the board members goals and objectives for 2007. Members of the Karth Lake
Improvement District are researching water quality issues. Members of the Karth Lake
community are taking water samples and having them reviewed by the Rice Creek Watershed
District. Members of the Karth Lake Improvement District arc also working on buckthorn
removal and researching copper sulphate treatments for the lake. Mr. Nieneber noted that the
board members are requesting the assistance of the City with passing an ordinance that prohibits
the use of combustible engines on the lake and financial assistance with algae treatments.
City Attorney Jerry Filla noted that the City has the authority to assess taxes future improvements
within the improvement district.
Councilmember Holden said that she is concerned about the Karth Lake Improvement District
proposed project list. If the City financially assists the Karth Lake Improvement District will the
City be asked to help the other lake home associations in Arden Hills with similar projects?
Councilmember Larson noted that thc Lake Johanna Lake Home Association is a voluntary group
whcre the home owner's donate money \vhen improvement projects arc needed.
Councilmember Elect McClung said that he would prefer that the Karth Lake Improvement
District become a voluntary lake home association.
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ARDEN HILLS CITY COUNCIL - Decembcr 18, 2006
City Attorney Jerry Filla stated that the City could crcate a non-affiliated tax district for Karth .
Lake where the residents handle their own regulations and have taxing authority.
Karth Lake Improvcment District Board Member Susan Johnson said that Karth Lake is a land
locked lake which makes it very difficult for the residents to initiate improvements without some
form of assistance from the City.
Members of the City Council recommended that the Karth Lake Improvement District survey the
affected residents to see if they would llke to become a lake home association or a different
improvement district option and report back to the City Council with the residents input.
Traffic Study at County Road E and Old Sncllin2:
Parks and Recreation Manager Michelle Olson noted that County Road E and Old Snelling
intersection has seen increased traffic volume over the past few years. With this intersection
being identified in the City of Arden Hills Trail Strategies as a major connection within the
proposed trail system, increased pedestrian safety may have to be addressed.
The following is a list of the proposed trails that would connect to this intersection:
. County Road E from Connelly to Old Highway 10: In September of 2006, staff
submitted an application for a MnDOT cooperative agreement for a trail along
the north side of the bridge at County Road E. Staff has not received word on the
status of that application. The City Counci I also voted in favor of constructing a .
sidewalk on the north side of County Road E from Connelly to Old Snelling.
. Old Snelling/Highway 10 fi'om Highway 51 to Highway 96: The Parks, Trails,
and Recreation Committee has identified Old Snelling/Highway 10 for a future
trail within the City Strategies. The Arden Hills scetion of Snelling from Highway
51 to County Road E is proposed to be reconstructcd in 2010 and that may be the
most logical time to construct this trail segment.
. North Side of Lake Johanna Boulevard: Ramsey County Parks and Recreation
has identified in their Tony Sclunidt Regional Park Master Plan Draft, plans to
construct an off-road paved trail along the north side of Lake Johanna Boulevard
extending from County Road E to Old Snelling.
The proposed trail connections would cross at the intersection of County Road E and Old
Snelling. Depending on final design, trails could approach and leave the intersection from
different sides of the street. hI thc past, City staff have also heard concerns from residents
regarding traffic levels, back ups, and vehicular safety at this intersection.
Parks and Recreation Manager Michelle Olson said that City stalT has spoken with Dan Soler,
Ramsey County Traffic Engineer, and he confinned that it has been a number of years since a
traffic study was done at this intersection.
.
4
ARDEN HILLS CITY COUNCIL - December 18, 2006
. Councilmember Holden suggested that the City evaluates the safety of other cross walks in the
City and that City staff should paint the cross wnlks that are currently not being maintained by
Ramsey County.
Mayor Elect Harpstead said that he is not opposed to conducting a traffic study, but he would like
to have the study take into consideration Bethel University and other variables that may impact
the study.
Councilmember Elect Holmes asked what is included in a traffic study.
Civil Engineer Kris Giga said that that a traffic study would monitor the movements of vehicles.
Mayor Elect Harpstead recommended that thc City Council forward a list of intersections that
may be problematic to Public Works Director Greg Hoag.
Councilmember Grant asked if Ramsey County would pay for a perccntage for traffic signal
since it is considcred part of a county roadway.
Councilmember Elect David McClung asked if this intcrsection truly warrants a traffic light. Are
there any negatives to conducting a trafTic study at this time?
Civil Engineer Kris Giga noted that the only negative she can foresee is if the traffic study calls
. for a traffic signal and the City does not have an opportunity to budget for this expense.
Councilmember Elect Ho]mes asked why this intersection was targeted by the PTRC.
Parks and Recreation Managcr Olson said that this location was targeted because it is located in
the City's Safe Routes to School grant proposal area.
Mayor Elect Harpstcad asked the other City Councilmembers what other means parameters could
be used to evaluate the different cross walk locations.
Councilmember Grant recommended that accidcnt reports provided by the Ramsey County
Sheriffs Department be used to evaluate cross \valk safety.
Councilmember Holden agreed that accident rep0l1s should be reviewed in prioritizing cross
walk improvements in the City.
Councilmember Grant noted that the County Road E traffic is typically going towards Bethel
University or the freeway.
Councilmember Larson stated that the City has always been reactive to resident concerns in
regards to pedestrian traffic. Typically traffic is not a problem for County Road E in the evening.
.
5
ARDEN HILLS CITY COUNCIL - Deccmber 18, 2006
Councilmember Elcct McClung suggested that traffic rcports for different intersections .
throughout the City be reviewed to identify potential trouble spots.
Members of the City Council agreed to postpone thc traffic study discussion until 2007. City
staff will work on dcveloping formal criteria for reviewing dangerous intersections in the City
and report back to the City Council in February 2007.
Town Hall Meetin!! Discussion
Assistant City Administrator Schawn Johnson reported that City staff has begun preparations for
the 2007 City of Arden Hills Town Hall Meeting. The date for the Town Hall meeting is January
16, 2007 from 6:00 PM to 9:00 PM.
The agenda for the January 16, 2007 City event:
1. Public Gathering at 6:00 PM;
2. State of the City Address-7:00 PM;
3. TCAAP Status Update-7:45 PM;
4. Event Concludes at 8:30 PM.
The following is a list of City affiliated groups that will be invitcd to set-up informational tables
at the Town Hall Meeting. These groups will be locatcd in the basement and, if necessary, the
upstairs area at City Hall.
. Lake Johanna Fire Department .
. Ramsey County Sheriffs Department
. Ramsey County Emergency Management and Homeland Security
. Rice Creek Watershed District
. Mounds View School District
. League of Women Voters
. US Army
. Arden Hills Library
. Economic Development Commission (EDC)
. Parks. Trails, and Recreation Committee (PTRC)
. Plalming Commission
. Community Development
. Public Works Department-Future Pavement Management Project Infom1ation
. Northwest Youth and Family Services
. National Guard
. Minnesota Department of Transportation
. Ramsey County Traffic Engineers
. AlIina Ambulance Service
City staff will also be inviting CRR and HKGi (TCAAP consultants) to set-up display booths in .
thc lobby at City Hall for the TCAAP Master Development kick-off and open-house.
6
ARDEN HILLS CITY COUNCIL - Dccember 18, 2006
. Mcmbers of the City Council were supportive of thc proposed schedule and thc list of
organizations that are scheduled to bc invited by City staff to attend the City's Town Hall
mecting.
TCAAP Update
Community Development Director Karen Barton askcd the City Council for feedback regarding
the recent TCAAP consultant meeting.
Councilmember Elect David McClung said that he found the information to be very helpful.
Mayor Elect Harpstead said that he found the infonmltion to be very good and would like to have
a follow-up discussion regarding thc water featurc and other aspects of the project.
Mayor ApJikowski said that the current vision was created by the City and adopted by CRR.
Mayor Elect Harpstead asked if the City Council is rcady to meet with eRR and provide the
developcr with their feedback regarding the proposed project.
Councilmember Grant said that he would like to see a smaller water feature and less density.
Councilmember Larson said the he would likc to see TCAAP reflect the oldcr part of Arden
Hills.
. Mayor Elcct Harpstead said that the City must define what dcnsity level the City Council is
comfortable with for this project.
Councilmember Grant said that it may be difficult not to crcate a new and old Arden Hills.
Mayor Elect Harpstead said that is very important that CRR bc invitcd to future meetings in order
to assist with future TCAAP related discussions. And addcd that CRR should sit at the table, not
in the audience.
Councilmember Elect McClung agreed that it is important to have the developer at the table in
order to havc open dialogue and feedback.
Councilmember Elect Holmes also agreed that it is important to have both parties are at the table
and indicatcd a willingness to share her thoughts, but in-tum she would like CRR to share their
thoughts and ideas as well.
Mayor Elect Harpstead said that he is working on a draft work session meeting schedule for
2007, He would like to have the City Council concentrate on TCAAP related items the first pmi
of2007.
.
'7
ARDEN HILLS CITY COUNCIL - December 18, 2006
Council Comments and ReQuests- .
Councilmember Larson noted that Bethel University is considering the possibility of buying
space in the City's commercial and industrial area.
Mayor Elect Harpstead said that it would be good for the City to work with Bethel University in
assessing its future space needs.
Councilmember Elect McClung noted that it would be good for the City to address how it will
deal with institutionalized properties in the future.
\
Councilmember Larson stated that some institutions should pay the City fees in licu of property
taxes.
Councilmembcr Grant asked if City staff has rcceived any complaints from rcsidents rcgarding
the 2:00 AM to 6:00 AM no parking ban.
Mayor Aplikowski urged City staff to have dates placed on the no parking signs. It is difficult
for the Ramsey County Sheriffs Department to enforce without dates bcing located on the signs.
Councilmember Grant asked if City staff could inspect for sump pumps while replacing water
meter batterics in the future.
Public Works Director Greg Hoag said that when the radio rcad mcters werc originally installed, .
the contractor conducted sump pump inspections but thc City never followed up with the home
owner to make sure the sump pumps were properly disconnectcd.
Public Works Director Hoag and Community Development Director Barton noted that thc City
could conduct sump pump inspections while conducting home inspections.
Mayor Elect Stan Harpstead adjourned the Work Session meeting at 8:00 p.m.
------.. -..._-
Stanley D. Harpstead Michcllc A. Wolfe
Mayor City Administrator
.
8
~
--A~!-llLLS
Request for Council Action
. 3.8.
Prepared By: SPJ Agenda Item:
. .
Dept.: Administration
n. ... ...........
Council Mtg. Date: January 8, 2007 Budgeted Amount: NA
Final Action Needed By: January 8. 2007 Actual Amount: NA
Funding Source: NA
.. _n. ... ......... ... .. ....
Coul1cil ActionRequest:...
Motion to Approve Resolution 07-01 Designation Council Member David Grant to serve as Mayor Pro Tem.
. Staff Recommendation:
;Citystaff recommends approval of Resolution 07-01 Designation Council Member David Grant to serve as Mayor Pro Tem.
:AdvisCJry Comrnissiol1 Action: .
...h.. . Commission :AQatEt.;'; /"< "Actiop
Planning:
no. .
eRC:'
. .. . .
. Supporting Documents: (attached)
Memo/Letter:
X Resolution No.: 07.01 Designating Mayor Pro Tem
Ordinance No.:
'Engineering Recommendation:
Attorney Recommendation:
Other:
Financial Implications:
Not Applicable
Administrator/Staff Comments :
Not Applicable
.
.
~
.~~HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOLUTION No. 07-01
A RESOLUTION DESIGNATING MAYOR PRO TEM
\VHEREAS, thc City Council annually appoints a Coullcil Member to scrvc as Mayor
Pro TCl11,
THEREFORE, BE IT RESOLVED: The City Council appoints Councill11cl11ber David
Grant to scrve as Mayor Pro TCl11 in 2007. .
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN lUlLS THIS
8th DAY OF .JANUARY, 2007.
Stanley D. Harpstead, Mayor
ATTEST:
Michelle A. Wolfe, Administrator
.
,
~
--A~:HILLS
. Request for Council Action
3.C. to
Agenda Item: 3.R.
Prepared By:. SPJ
.n . __.
Dept.: Administration
._.... _........._ n____ -.... ~
Council Mtg. Date: January 8, 2007 Budgeted Amount: NA
Final Action Needed By: January 8, 2007 Actual Amount: NA
Funding Source: NA
..
Council A~tion Request: . m '>, . .. ... .. . .
'By separate motions, City staff is requesting City CouncWs approval of Resolutions 07-02 through 07-17. These resolutions include the
annual designation of the City's official depository, brokerage firms, money market depositories and several other Finance related functions.
Resolutions 07-06 to 07-17 designate the City's legal consultant, official newspaper, and various appointments to commissions and
'committees for the 2007 calendar year.
SlaffRecommendation:.. . .
:City staff recommends approval of Resolutions 07-02 through 07-17
.:!;~"f ?omt.!::'i,~::r ,y.,. Dale ...>. , ':4dion
nnlng:
PTRC:
Supporting,Documents: (attached)
Memo/Letter:
These 'resolutions include the annual designation of the City's officiai depository, brokerage firms,
money market depositories and several other Finance related functions. Resolutions 07-06 to 07-17
X Resolution No.: 07.02 to 07-17 designate the City's legal consultant, official newspaper, and various appointments to commissions
and committees for the 2007 calendar year.
Ordinance No.:
Engineering Recommendation:
Attorney Recommendation:
Other:
Financiallrnplications:
I Not Applicable
......y. -.. ............ . -,"
.ministrator/Staff Comments:
ot Applicable
.
.
.
.
. ~
7\~~HILLS
CITY OF ARDEN HILLS
COUNTY OF RAi\'1SEY
STA TE OF !\lIN~ESOTA
RESOLUTION No. 07-02
RESOLUTION DESIGNATING DEPOSITORIES
ANI> CORPORATE AUTHORIZATION
BE IT IU~SOLVED. that U.S. Bank St. Paul, N.A, shall be the official depository for all
funds of the City of Arden Hills for the calendar year 2007; and,
HE IT FURTHER RESOLVED. that the City Treasurer shall from time to time, ascertain
that adequate sccurity as required by the laws of thc State of Minnesota, is furnished by such
depository to protect the City's deposited funds against financial loss; and
BE IT FURTHER RESOLVED. that checks of this corporation drawn on U.S. Bank St.
Paul. N. A., hereina1ter called the Bank, shall be signed by thrce of the lollowing oniccrs:
Stanley D. lIarpstead. Mayor~ David Grant. )\Iayor Pro Tern;
. Michelle A. \Volfe. Administrator/Treasurer.
BE IT FURTIIER RESOI, VED. that the City Administrator is authOlized to use a signature
stamp at such time as it becomes necessary for :'v1ayor Stan lIarpstead.
BE IT FURTHER IU:SOLVED. that said bank is hereby authorized and directed to honor
and pay any chccks so drawn as above set forth, whether or not such checks bc payable to the order
of the foregoing persons either in this individual or ollicial capacity or deposited to this individual
crcdit, and vvhether or not such signatures arc fi:)l1owcd by the title or office ofthc person signing.
ADOPTED BY THE CITY COUNCIL OF TilE CITY OF ARDEN HILLS TillS
8th DAY OF JANUARY. 2007.
Stanley n. I-Iarpstead. Mayor
ATTEST:
Michelle A. \Volfe. Administnltor
.
~-
.-A~HILLS .
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
ST ATE OF MINNESOTA
RESOLUTION NO. 07-03
RESOLUTION D:ESIGNATING BROKERAGE FIR!VIS FOR INVESTMENT IN
FINANCIAL INSTRUMENTS AUTHORIZED BY STATE STATUTE
CONSISTENT WITH THE CITY INVESTl\JENT POLICY
\VHEREAS, it is desirable to invest City funds at the highest available interest rate;
NO\V THEREFORE, BE IT RESOL VED that effective this date, the following brokerage
firms are designated for the sole purpose of investing City funds in Federal government instruments
or other authorized investments allowed hy State statutes and consistent \vith the formal investment
policy of the City:
Dain Rauscher COIV.
Minnesota Municipal Moncy Market Fund (4M Liquid Asset and 4M PLUS Funds) .
Wells Fargo Brokerage Services, I.LC
Salomon Smith Barney Inc.
BE IT FURTHER RESOL VED; that the Treasurer is authorized to take whatever actions
are necessary to make investments at the aforesaid brokcrage firms alJd to ascertain that adequate
security, as required by the laws of the State of Minnesota. is lhrnished by the issuing bank or
savings and loan to protect the City's deposited funds against financial loss; and
BE IT FURTHER RESOLVED, that no collateral be required for Federal government
instruments since these investments are backed by the full faith and credit of the United States
government.
ADOPTED BY THE CITY COUNCIL OF TilE crn' OF ARDEN lULLS THIS 8th
DAY OF JANUARY, 2007.
Stanley D. lIarpstead, ]\Iayor
ATTEST:
Michelle A. \Volfe, Administrator
.
. ~.
--A~\JHILLS
CITY OF ARDEN HILLS
COUNTY OF RAl\lSEY
STATE OF l\II:'1lNESOTA
RESOLUTION NO. 07-04
RESOLUTION DESIGNATING l\'IONEY l\lARKET DEPOSITORIES
FOR INVESTl\IENT PURPOSES
'VllEREAS, thc City of Arden Hills designatcs U.S. Bank Sl. PauL N.A. as the official
depository {i:)r funds of the City of Arden Hills for calcndar year 2007; and
WHEREAS, it is desirnble to invcst City funds at the highest available intercst rate;
NO\V THEREFORE, BE IT RESOLVED that cffectivc this c1ate, the following money
market funds arc designated additional depositories for the sole purpose of investing cash or cash
equivalent funds of the City of Arden Hills:
. !'vlinnesota Municipal Liquid Asset Fund (4M Liquid Asset and 4M PLUS Funds);
Wells Fargo Government Money Market Fund; and Salomon Smith Bamey Money Funds
Govcrnment Portfolio Class A.
BE IT FURTHER RESOLVED, that the Treasurer is authorized to take whatever actions
are necessary to make investments in the aforesaid money market funds and to ascertain that
adequate security, as required by the lmvs of the State of Minnesota, is furnished by such money
markct funds to protcct the City's deposited funds against financial loss.
ADOI)TED BY TilE CITY COUNCIL OF THE CITY OF ARDEN HILLS TI-IIS 8th
DA Y OF .JANUARY, 2007.
Stanley D. lIarpstead, Mayor
ArrEST:
Michelle A. 'Volfe, ADMINISTRATOR
.
~
.-A~HILLS .
CITY OF ARDEN HILLS
COUNTY OF RAlVlSEY
STATE OF J\HNNESOTA
RESOLUTION No. 07-05
RESOLUTION FOR TRANSFER OF FUNDS BY TELEPIIONIC INSTRUCTIONS
WHEREAS, U.S. Bank St. Paul, N. A. is the depository in which funds of the City of Arden
Hills may be deposited, and a corporate resolution with rcspect thereto is prcsently in efJ\:ct authorizing the
dcposit and withdrawal of funds: and
WHEREAS, thc City of Ardcn Hills desires to add to and supplement said corporatc resolution
with the follO\ving resolution:
NOW THEREFORE, BE IT RESOLVED by the City (:ounei! or the City of Arden Hills,
Minncsota, that anyone of the following persons: l\lichellc A. 'Volfe. City Administrator/Treasurer:
Stanley D. Harpstead, Mayor, is authorized, on behalf of this corporation. to give instructions by telephone
to the U.S. BANK ST PAUL, N. A., to transfer tlmds on deposit with the bank:
a. to other accounts of this corporation with the bank: or
b. to other accounts of this corporation with othcr hanks. .
2. The bank is authorized to act on such telephonic instructions received by it from anyone who
represents himself to be any of the above-named persons whether or not his voice resembles the
voice of such person.
3. The bank is authorized in its sole discretion to refuse to honor telephone instructions and to insist
upon written instTUctions signed by anyone or the persons named in para!,'Taph I of this resolution.
ADOPTED BY TilE CITY COUNCIL OF THE CITY OF ARDEN HILLS THIS
8th DAY OF JANUARY, 2007.
Stanley D. I1arpstead, Mayor
ATTEST:
Michelle A. 'Volfe, Administrator
.
. ~
-A~HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RJ1:S0LlrnON NO. 07-06
A RESOLUTION DESIGNATING CITY OF ROSEVILLE AS
THE CITY'S REGISTERED E~GINEER
\VHEREAS, the City Council annually designates an independcnt lill11 or City to
contract with the City of Arclen Hills for cngineering services;
TIIEREI~'ORE, BE IT RESOLVED: The City of Ardcn Hills designates the City of
RoseviUe as its 2007 Registcrcd Engineer.
ADOPTED BY TilE CITY COUNCIL OF THE CITY OF ARDEN lULLS TIllS
. 8th DAY OF JANUARY, 2007.
Stanley I). Ilarjlstc3tl., :\layor
ATTEST:
lVlichelle A. 'Volfe, Administrator
.
~ .
.l'\.~ HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOLUTION NO. 07-07
A RESOLUTION DESIGN A TING PETERSON, Ii'RAM AND BERG!\'IA~ AS THE
CRIMINAL AND CIVIL LEGAL SERVICES CONSULTANT
\VIIEREAS, the City Council amlllally designates an independent firm to contract with
the City for criminal and civil legal services:
THEREFORE, BE IT RESOLVED: The City of Arden Hills designates the law firm of
Peterson, Fram and Bergman as the 2007 Criminal and Civil Legal Services Consultant.
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HILLS TI-IIS .
8th DAY OF JANUARY, 2007.
Stanley D. Harpstead, j\'Iayor
ATTEST:
IVIichelIe A. \Volfe, Administrator
.
. ~.
-A~_HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
ST A TE OF MINNESOTA
RESOLUTION NO. 07-08
A RESOLUTION DESIGNATING
THE SllOREVIE\V/ARllEN HILLS BULLETIN
AS TH E
LEGAL NE\VSPAPER
\VHEREAS, the City Council annually designates a local publication as the City's legal
newspaper;
THEREFORE, BE IT RESOLVED: The City of Arden } lills designates The
Shorevicw/An1cn Hills Bulletin as the 2007 Legal Newspaper.
. ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN (-IILl,S THIS
8th DAY OF JANUARY, 2007.
Stanley D. Harpstl'ad, Mayor"
A 1'TE8T:
Michelle A. \Volfe, Administrator
.
~ .
~~J:-IILLS
CITY OF ARI>EN HILLS
COUNTY OF RAl\ISEY
STATE OF MINNESOTA
RESOLUTION NO. 07-09
A RESOLUTION DESIGNATING 2007 FINANCIAL AUI>ITOR
\VHEREAS, the City annually designates an independent firm to contract \vith
the City for external financial auditing,
THEREFORE, BE IT RESOLVED that the City of Arden l-tills designates
Malloy, Montague. Karnowski, Radosevich and Company (1\1 MKR) as the 2007
Financial Auditor.
ADOPTED BY TilE CITY COUNCIL OF THE CITY OF ARDEN HILLS .
THIS 8TH I>A Y OF JANUARY, 2007.
Stanley D. Harpstead, Mayor
ATTEST:
---...----....--. .--.-----,--- ~._-_.._._...-
Michelle A. Wolfe, Administrator
.
i
. ~.
--A~,HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF IVIINNESOTA
RESOLUTION 1\0. 07-10
A RESOLUTION APPOINTING 2007 PLANNING CO:\Ii\IISSION
\VlIEREAS, the City Council annually appoints residents to serve in an advisory
capacity to the City Council regarding planning and zoning issues;
THEREFORE, BE IT RESOLVED: The City Council appoints the following residcnts
to scrve on the 2007 Planning Commission:
Chair, David Sand
Vice Chair, Clayton Zimmerman
Elizabeth Modcsette
. Roberta Thompson
Clayton Larson
THEREFORE, BE IT FURTHER RESOLVED: The City Council appoints Brcnda
Holdel] as Council Liaison; David (jrant as the alternate Council I jaison, Community
Development Director Karcn Barton and City Planner James l,eJlIlho1T as StatI Liaisons to the
2007 Planning Commission.
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HILLS THIS
8th DAY OF JANUARY, 2007.
Stanley D. Harpstead, I\layor
ATTEST:
Michelle A. \Volfe, Administrator
.
\
~ .
-A~JIILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOI~UTION NO. 07-11
A RESOLUTION APPOINTING
2007 PARKS, TRAUB ANn RECREATION COMiVIITTKE
\VHEREAS, the City Council annually appoints residents to serve in an advisory
capacity to the City Council regarding parks, trails and recn::ation issues;
THEREFORE. In: IT RESOLVED: The City Council appoints the following residents
to serve on the 2007 Parks, Trails and Recreation Committee:
Chair, Bill Henry
Lanny Baumann
Jim Crassweller
Cynthia Wheeler .
Joani Wemcr
Rich Straumann
Roger Williams
Stcve Zilmer
THERFORE BElT FURTHER RESOI.VED: The City Council appoints David
McClung as the Council Liaison, Fran Holmes as Alternate Council Liaison. Public Works
Director Greg Hoag, and Parks and Recreation Program Managcr Michelle Olson as Staff
Liaisons to the Parks, Trails and Recreation Committee.
ADOPTED BY THE CITY COUNCIL OF TilE CITY OF ARI>EN HILLS TillS
8th DAY OF .JANUARY, 2007.
Stanley D. Harpstead. Mayor
ATTEST:
Michelle A. Wolfe, ADMINISTRATOR
.
..
. ~
/A~~HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOLUTION NO. 07-12
A RESOI.UTION APPOINTING
2007 COM1VIUNICATIONS COMMITTEE AND CABLE COMMISSION
WHEREAS, the City Council annually appoints residents to serve in an advisory
capacity to the City Council regarding communications and nc\vsletler;
Tln~REFORE, BE 1'1' RESOLVED: The City Council appoints the following residents
to serve on the 2007 Communications Committee:
Chair, Fran Holmes
Brenda Holden
Mary Nosek
Arlene Mitchell
.
THEREFORE, BE IT RESOLVED: The City Council appoints Craig Wilson and City
Coul1cilmember Brenda Holden (Altemate) to serve on the 2007 Cahle Commission'
THERFORE BE IT FURTHER RESOL VEl>: The City Council appoints Fran
Holmes as the Council Liaison, Brenda Holden as Alternate Council Liaison. Assistant City
Administrator Schawn .lohnson as the Staff Liaison to the 2007 Communications Committee.
ADOPTED BY THE CITY COUNCIL OF lllE CITY OF ARDEN HILLS THIS
8th DAY OF JANUARY, 2007.
Stanley D. Harpstead, l\byor
ATTEST:
Michelle A. 'Volfe, Administrator
.
~
~ .
~~~ILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF MINNESOTA
RESOLUTION NO. 07-13
A RESOLUTION APPOINTING CITY COUNCIL LIAISON TO THE LAKE
JOHANNA FIRE DEPARTMENT OPERATIONS BOARD
AND BUDGET BOARI>
\VHEREAS, the City Council annually appoints a liaison to the Lake Johanna
Fire Operations Board and Rudget Board,
THERE~'ORE, BE IT RESOLVED that the City Council hereby appoints
David McClung to serve as 2007 City Council liaison and D~lvid Grant (Altcrnate) to
serve on the Lakc Johanna Fire Operations Board and Budget Board. .
ADOPTED BY THE CITY COUNCIL OF TilE CITY OF ARDEN HILLS
THIS 8th DAY OF JANlJARY, 2007.
Stanley D. Harpstead, Mayor
ArrEST:
----._--_.. --._._--- --.------."------
Michelle A. Wolfe, Administrator
.
I
~
. '~~JlILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE 0.1" MINNESOTA
RESOLUTION NO. 07-14
A RESOLUTION APPOINTING 2007 ECON01VUC DEVELOPMENT COl\'lMISSION
'VHEREAS, the City Council annually appoints residcnts to servc in an advisory
capacity to the City Council regarding development issues;
TIIERJ~FORE, BE IT RESOLVED: The City Council appoints the following rcsidents
to servc on the 2007 Economic Development Commission:
Bruce Kunkel, Chair
Chris Ashbach
Dale Beane
Rob Davidson
.J im Paulet
. Ed Werncr
Nancy Kneeland
Raymond McGraw
THEREFORE, HE iT FURTHER RESOLVED: The City Council appoints Ed
Werner, Chris Ashbach, and Jim Paulet each to a three-year tcrm; Rob Davidson, Bruce Kunkel,
and Nancy Knceland each to a two-year tenn; and Dale Beane to a one-year term; \vith
subsequent appoints being for a period of one-year in duration.
THEREFORE, BE IT FURTHER RESOLVED: The City Council appoints Mayor
Stanley Harpstead as Council Liaison, David McClung as Alternate Council Liaison,
Community Development Director Karen Barton as Staff Liaison to thc 2007 Economic
Developmcnt Commission.
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HILLS THIS
8th DAY OF JANUARY, 2007.
Stanley D. Harpstead, Mayor
ATTEST:
. Michelle A. 'Volfe, Administrator
I
~ .
~~!1ILLS
CITY OF ARDEN HII,LS
COUNTY OF RAMSEY
ST ATE OJ<' MINNESOTA
RESOLUTION NO. 07-15
A RESOLUTION APPOINTING CITY COUNCIL LIAISON TO TUE RAlVlSEY
COUNTY LEAGUE
\VHEREAS, the City Council appoints a liaison to the Ramsey County League,
THEREFORE, BE IT RESOLVED that the City Council hereby appoints
Mayor Stanley Harpstead and Council Member David Grant (Altemate) to serve as
2007 City Council liaison to the Ramsey County League.
ADOPTED BY TilE CITY COUNCIL OF THE CITY OF ARDEN HUJ,S .
THIS 8th DAY OF JANUARY, 2007.
Stanley D. Harpstead, l\layor
ATTEST:
--------.... n_.__._.__"____.. "__
Michelle A. \Volfe, Administrator
.
,
,
. ~.
--A~__HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
STATE OF l\-HNNESOTA
RESOLUTION NO. 07-16
^ RESOLUTION APPOINTING CITY COUNCIL LIAISON TO THE VISIT
MINNEAPOLIS NORTH CONVENTION AND \'ISITORS BUREAU
WHEREAS, the City Council appoints a liaison to the Visit Minneapolis North
Convention and Visitors Bureau,
THEREFORE, BE IT RESOLVED that the City Council hereby appoints
Ma)'or Stanley Harpstead to serve as the 2007 City Council liaison and City
Administrator Michelle Wolfe (Alternatc) to the Minneapolis Mctro North Convention
and Visitors Bureau.
. ADOPTED BY THE CITY COUNCIL OF TilE CITY OF ARDEN HILLS
THIS 8th DAY OF ,JANUARY. 2007.
--
Stanley D. Harpstead. Mayor
ATTEST:
--" ---.. .-....-..-.. .-.. .._.~. .---_....-
Michelle A. \Volfe. Administrator
.
,
i
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--A~J-IILLS
CITY OF ARDEN IIII.LS
COUN'fY OF RAMSEY
STA TE OF MINNESOTA
RESOLUTION NO. 07-] 7
A RESOLUTION APPOINTING CITY COUNCIL LIAISON TO TlIE KARTH
LAKE IMPROVEMENT DISTRICT
'VHEREAS, the City Council appoints a liaison to the Karth Lake Improvement
District,
THEREFORE. BE IT RESOLVED that the City Council herehy appoints
Mayor Stanley D. Harpstcad to scrve as the 2007 City Council liaison and Greg Hoag
to scrve as City stall liaison to Karth Lake Improvement District.
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARDEN HIl,l,S .
THIS Rth DAY OF JANUARY. 2007.
Stanley D. Harpstead. Mayor
A TrEST:
-----------.----...----..- ...-.---...----.. ----.
Michelle A. 'Volfe. Administrator
.
,
.~.
---A~/HILLS
. Request for Council Action
3.5.
Prepared By: SPJ Agenda Item:
..... .. ....... ..
Dept.: Administration
Council Mtg. Date: '-january8,200'i . -." ~. NA
Budgeted Amount:
Final Action Needed By: Jalluary 8, 2007 Actual Amount: NA
Funding Source: NA
Council Action Request: .... '. ..
,Resolution No. 07 -18: Accepting the Liability Coverage Limits from 'the League of Minnes'ota Cities Insurance Trust (LMCIT)
..... n...... _ ....... __..
Staff Recommendation:
City staff recommends approval of Resolution No. 07-18: Accepting the Liability Coverage Limits from the League of Minnesota Cities
,Insurance Trust (LMCIT)
n..... ... .... ... ...
AdvisoryColllmis::;iofl f'.ction:: :;4 cticm ';' H
Commission' . .....h.. Date ;<>c ..h....
. Planning:
..--...
.RC:
Supporting Docume'nts: (attached)>'"
X Memo/Letter: Dated January 3, 2007 from Assistant City Administrator Schawn Johnson
X Resolution No.: 07-18 Resolution No. 07-18: Accepting the Liability Coverage Limits from the League of Minnesota Cities
Insurance Trust (LMCIT)
Ordinance No.:
; Engineering Recommendation:
Attorney Recommendation:
Other:
Financial Implications:
Not Applicable
'Administrator/Staff Comments:
Not Applicable
.
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/],\~}-IILLS
l\'IEMORANDUM
DATE: January 3, 2007 Agenda Helll 3.S.
TO: Honorable Mayor and City Council Members
Michelle Wolfe, City Administrator
FROM: Schawn Johnson, Assistant City Administrntor
SUBJECT: Resolution No. 07-18: Accepting the Liability Coverage I.imits from the
League of Minnesota Cities Insurance Trust (LMCIT)
Back2;round:
Minnesota Cities that obtain liability coverage through the League of !vlinnesota Citics must
decide annually whether or not to waive the City's property insurance statutory tort liability
limits. Based upon the recommendation of the City's insurance vendor (T.e. Fields and
. Company), City staff is recommending that the City docs not waivc the statutory tort limits. By
not waiving thc statutory tort limits, an individual claimant to the City would be able to recovcr
no morc than $300,000 on any claim which the statutory t0l1 limits apply. The total which all
claimants would bc able to receivc for a single occurrence would bc $1,000,000.
If the City Council would dccide to waive the statutory tort limits on the City's liability
coverage, a single claimant could potentially recover up to $1,000,000 for a single occurrence
involving thc City. The total which all claimants would be ablc to receive for a single
OCCUlTencc would remain at $1 ,OOO,()()O.
In past years, the City Council has agrced to waive the statutory tort limits on the City's liability
insurance in ordcr to minimize the City's financial risk in case of property damage that is
deemed to he caused by the City of Ardcn Hills.
City Staff Recommendation-
City Council Approval of Resolution No. 07-18: Accepting the Liability Coverage Limits (I'om
the Leaguc of Minnesota Cities Insurance Trust (LMCIT)
.
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. ~
~HILLS
CITY OF ARDEN HIlJ,S
COUNTY OF RAMSEY
STATE OF l\HNNESOTA
RESOLUTION No. 07-19
Accepting the Liability Coverage Limits from the
Leagne oL\linnesota Cities Insurance Trust (L]\HTf)
WHEREAS. the City of Arden Uills DOES NOT WAIVE the monetary limits on
!llunicipal tort liability established by l'vlinncsota Statutes 466.04,
THEREFORE. BE IT RESOLVED: The City of Arden Hills accepts liability coverage
. limits of one million dollars (SLOOO.OOO.OO) from the League of Minnesota Cities Insurance
Trust (LY1CIT) fl.x calendar year 2007.
ADOPTED BY TilE CITY COUNCIL OF TilE CITY OF ARDEN HILLS TillS
8th DAY OF ,JANUARY. 2007.
Stanky D. Ha'lJstcad, l\.'layor
ATTEST:
_._________n _..______..._._..____...__... .... _________
Michelle A. Wolfe. Administrator
.
LEAGUE OF MINNESOTA CITIES INSURANCE TRUST
LIABILITY COVERAGE - WAIVER FORM
. Cities obtaining liability coverage from the League of Minnesota Cities Insurance Trust must decide
whether or not to waive the statutory tort liability limits to the extent of the coverage purchased. The
decision to waive or not to waive the statutory limits has the following effects:
If the city does not waive the statutory tort limits, an individual claimant would be able to recover no
more than $300,000.on any claim to which the statutory tort limits apply. The total which all claimants
would be able to recover for a single occurrence to which the statutory tort limits apply would be
limited to $1,000,000. These statutory tort limits would apply regardless of whether or not the city
purchases the optional excess liability coverage.
If the city waives the statutory tort limits and does not purchase excess liability coverage, a single
claimant could potentially recover up to $1,000,000. on a single occurrence. The total which all
claimants would be able to recover for a single occurrence to which the statutory tort limits apply would
also be limited to $1,000,000., regardless of the number of claimants.
If the city waives the statutory tort limits and purchases excess liability coverage, a single claimant
could potentially recover an amount up to the limit of the coverage purchased. The total which all
claimants would be able to recover for a single occurrence to which the statutory tort limits apply would
also be limited to the amount of coverage purchased, regardless of the number of claimants.
Claims to which the statutory municipal tort limits do not apply are not affected by this decision.
This decision must be made by the city council. Cities purchasing coverage must complete and
return this form to LMCIT before the effective date of the coverage. For further information, contact
LMCIT. You may also wish to discuss these issues with your city attorney.
. City of Arden Hills accepts liability coverage limits of $ .;{Jt/dtJ; iJtJ() from the
League of Minnesota Cities Insurance Trust (LMCIT). ' ,
Check one:
1a The city DOES NOT WAIVE the monetary limits on municipal tort liability established by
Minnesota Statutes 466.04.
0 The city WAIVES the monetary limits on tort liability established by Minnesota Statutes 466.04,
to the extent of the limits of the liability coverage obtained from LMCIT.
Date of city council meeting
Signature/Date Position
Return this completed form to LMCIT, 145 University Ave. w., St. paut MN. 55103-2044
.
LMCIT (11/00)(Rcv. 11/(3) Page I of I
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~~.HILLS
Request for Council Action
.
Prepared By: Karen Barto~ Agenda Item: 7 A
Oept.:Community'oeveiopme-nt Motion to appoint members to the TCAAP Advisory Master Plan Advi'sory Group
Council Mtg. Oate:1I8/2007 . ..... . ........ Budgeted Amount: .-- -- ...... N/A
Final Action Needed By: Actual Amount_______ .___.__. N/A
Funding Source: N/A
CounciIActic:iriRequest:... .
Motion to appoint members to the TCAAP (Twin Cities Army Ammunition Plant) Master Plan Advisory Groupfor a one-year term.
Staff Recommendation:
Staff recommends Council appoint 12 members to the TCAAP Master Plan Advisory Group from the list of interested individuals, fora one~
year term.
:A~\liSOry,~orng;~:is~~~on: Date';: ...;.,. ..... .......~:;-:., ActIon ~,; , .'>1
Planning: N/A
.RC:N/A
Supportirig Documents: (attached)
. X Memo/Letter: 1/3/2007
Resolution No.:
Ordinance No,:
Engineering Recommendation:
Attorney Recommendation:
Other:
... ...
; Firianciallmplications:
N/A
. .. . . .. .
A<!rnini~:;tr?tor/~taff Commeflts:. __ __ .. .
This group will be working closely with Hoisington KoegierGroup, Inc. (HKGijto reftnethe current Framework Visio,}for the'redeveiopment .
of the Twin Cities Army Ammunition Plant.
.
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~ EN HILLS
MEMORANDUM
DATE: January 3, 2007 Agenda Item: 7A
TO: Mayor and City Council
Michelle Wolfe, City Administrator
FROM: Karen Barton, Community Development Director~
SUBJECT: Appointment of Members to the TCAAP Master Plan Advisory
Group
Background
. In early 2005, after more than two years of development, the City Council adopted
the current Framework Vision for the redevelopment of the Twin Cities Army
Ammunition Plant (TCAAP) excess property. At that time, the City did not have a
purchase agreement with the Army for the property.
Discussion
In August of 2006, the City submitted an Offer to Purchase (OTP) to the Army for
the purchase of 585 acres of excess land on the TCAAP property. In preparation for
the closing and subsequent redevelopment of the property, the City and their
master developer, CRRI LLC, Inc., has begun the process to update and refine the
existing Framework Vision into a Master Development Plan.
To facilitate this process, CRR has contracted with Hoisington Koegler Group, Inc.
(HKGi) to orchestrate the update and development of the Master Development Plan.
Integral to this process is the need for resident input into the design features. In
addition to a number of public meetings, newsletters, and outreach effortsl a TCAAP
Master Plan Advisory Group is recommended to help guide the plan.
.
..
,
TC AAP Master Plan Advisory Group Appointments .
January 3,2007
Page 2 of2
Staff Recommendation
Staff is recommending Council appoint twelve members to the TCAAP Master Plan
Advisory Group. A number of residents have indicated a willingness and desire to
serve on this advisory group. The following is a list of those residents:
. Sharon Turgeon
. Larry Stark
. Willie Price
. Charles Bright
. Dawn Gustafson
. Kent Benscoter
. Lyle Samela
. Clayton Larson
. John Tholen
. Jim Ostlund
. AI Hilgers
. Vince Linders
. Patrick McLafferty .
. Chris Ashbach
. Nancy Dunlap
.
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. ---A~._HILLS
Request for Council Action
. 7.8.
Prepared By: SPJ Agenda Item:
Dept.: Administration . . .__... __n__ _.____ ....... n.
._____ ...__n _ m....___. -----
Council Mtg. Date: January 8, 2007 Budgeted Amount: NA
Final Action Needed By: January 8, 2007 Actual Amount: NA
Funding Source: NA
-----..-
, Council'ActionR~.quest:y:
Motion to Approve the Appointment of Susan Iverson as the City's new Finance Director and a Starting Salary of $72,007
(Step 3).
---.-.. ... ".n.. ....--. .. ."0- ...-----..-....----.-.
rSiaff Recol11meridatiorf:r', _<', ,_,__
Approve the Appointment of Susan Iverson as the City's new Finnnce Director and a Starting Salary of $72,007 (Step 3).
:~~~i~.or)' .c~~.!!1}~12r:t_~~9.~~. _ .0i'.,__,,~,;S_m_ '1~.;.: ...... ........;=:.y... . ..... ..............
1lm' Coifi"!issi6fj "::::,:;.. -- Delle - Action'
:;,;^:ji.
. Planning:
--- . .__.n.__n_..... ".__n .--.. ..... ...-.. ____n.
eRC:
: Supporting' Docurnents:i(attached)
: x ; Memo/Letter: Dated January 3, 2007 from Assistant City Administrator Schawn Johnson
'Resolution No.:
Ordinance No.:
Engineering Recommendation:
... -- . --... ...-. . -_. "_00_____- .. ___... .. .~ ._.
Attorney Recommendation:
X 'Other: Resume Information for Susan Iverson
...--- .. .- .... .-...---.
. FinanciaUmplications: . ",:,
The proposed starting salary is $72,007 (Step 3), which is in accordance with the City Council approved 2007
compensation plan for the Finance Director position.
. Acl!!,iri is trai()r/~tClff' COI11:inerl~:/ --- --.- ..no .. .. --. ..-...
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. ~~HILLS
MEMORANDUM
DATE: January 3,2007 Agenda Item 7.B.
TO: Honorable Mayor and City Council Membcrs
FROM: Michelle A. Wolfe, City Administrator
Schawn P. .Iohnson, Assistant Cit\' ;\dministrator.s~
SUBJECT: Appointment of Susan Iverson as Finance Dircctor/Trcasurer
BACKGROUND
'The position of Chief Financial Officer/Treasurer became vacant \vhcll Murtuza Siddiqui
accepted a position with Mctropolitan State University in August. The City received cight
applications for the opcn position. Five candidates were selected to participate in the first round
intervicw's. The first round of intcrvicws was conducted by the City Administrator, Rosevillc
. Assistant Finance Dircctor, and thc Assistant City Administrator. Allcr revicwing the five
candidates, City stalY electcd to pursuc 1\\"0 candidates. The top two candidatcs were asked to
participate in a personnel assessmcnt scssion with a certified psychologist. Thc intent of the
personnel assessment was to dctcTInine the candidate's abilities, attitudes, and personality
characteristics as it relates to the Financc Director/Treasurer position. Thc second round of
intcrviews \vere conducted on Dccember 29th. The interview panel included City Administrator
Michelle Wolfc, Assistant City Administrator Schawn Johnson and Elizabeth Dia? from Ehlers
& Associates.
DISCUSSION
The recommended candidate is Ms. Susan Ivcrson. !VIs. Iverson has a Bachelor's Degrec from
Metropolitan State University in accounting and a Masters Degree in Public and Non-Profit
Administration from Metropolitan Statc University. She is also a member of the Government
Finance Officers Association and is a certilied Minnesota Municipal Clerk. Ms. Iverson is
currently the Finance Director with the City of Mahtomedi.
Prior to her work with the City of Mahtomedi, 1\:1s. Iverson \vorked as the Finance
Director/Clerk/Treasurer for the City of Norwood Young America. At Norwood Young
America she was responsible for preparing the annual budget, investments, financial statements,
and GASB 34. Ms. Iverson also worked f()r the City of New German)' as the Dcputy Clerk.
. Ms. Iverson has a solid background in the finance and accounting field and has indicated a strong
interest in this position with the City of Arden Hills. City staff has completed reference checks
Page 20[2
.
on Ms Iverson, and the rcsponses received from hcr previous cmployers and colleagues have
been very favorable. .
RECOMMENOA TION
Motion to Approve thc Appointment of Susan Iverson as the City's ne\v Finance Director and a
Starting Salary 01'$72,007 (Step 3).
.
.
331 Lincoln Ave. N.
New Germany. MN 55367
.
Octobcr 19.2006
. City of Arden Hills
1245 W. Highway 96
Arden Hills, MN 55112
In response to your ad in the LMC CITIES BULLETIN, I wish to apply for the position of
Finance Director, for the City of Arden Hills. Enclosed is my application and resume.
I currently work for the City of Mahtomcdi as the financc Director. I am the Chief Financial
Ofliccr and primary fiscal advisor to the City Administrator and the City Council. ) am a
Certified Municipal Clerk, have been acccpted into Level One of the Master Municipal Clerk's
Academy, and a member of the State Auditor's Task Force on T1F (Tax Increment Financing). I
am a membcr of the Fire Servicc Advisory Committee sct up by the legislature as one ofthc
Lcague of Minncsota Cities Reprcscntatives. I am also a Budgct Rcviewer ti:)r thc Government
Financc Officers Association (GFOA). Previous to this I was the Finance Director/Clerk-
Treasurcr tor thc City of Norwood Young America and prior to that J was the City Clerk for the
City of New Gennany where I was the chief administrative officer. I have seven years of
municipal experience, have supervisory experience, and am activc in the Minnesota Government
Financc Ollieers Association. I work very closely with the Fire Department, handle benefits and
human resourcc matters, and work with management on ncw developmcnts. public improvement
projects, and business subsidies.
I havc cxpericnce with TIF audits. I manage thc city's investment portfolio, and I prepare thc
Annual Financial Report for the City. I havc been a key player in our city's A- Bond rating and
. in meetings with the rating agcncies. J coordinate and prcpare the city's annual budget, manage
cash flow, and coordinatc thc annual audit. I have been a City Clerk in the past with full
administrative duties. I will be taking my CPA refreshcr courses in November -- February and
plan on sitting for thc cxam in early 2007.
i have a Masters in Public and Non-Profit Administration from Metropoiiian Statc University, as
well as a B.S. in Accounting from Metropolitan Statc University in St. Paul and an A.A.S. in
Accounting from Alexandria Technical College in Alexandria. MN. I am currcntly completing a
Masters in Accounting and Financial Management at Kellcr Graduate School (DeVry University)
with graduation in 2007.
Currently, I am a membcr of the following organizations: Municipal Clerks and Finance Officers
Association -- Minncsota; International Institute of Municipal Clerks; Thc Citizcn's League,
Government Finance Offieers Association: and Minnesota Government Finance Officcrs
Association. I am also on the Planning Board and instructor fi:)r the Minnesota Clerk's Institute
and the Minnesota Government Financc Officers Confercnce Chair and Social Committee.
Thank you for your time and consideration. I look forward to mceting with you.
Sincerely,
y/u/){L,\'lJ! J!t~I[A~~ Mf1.
Susan K. Iverson Latzke
. Enclosures
,
~
Susan K. Iverson, CMC .
331 Lincoln Ave N.
New Germany, MN 55367
(Home) 952/353-2681
(Work) 651/789-1505
(Cell) 952/457-5485
WORK EXPERIENCE
CITY OF MAHTOMEDI 6/05 - current
Finance Director
Department head as Chief Financial Officer; provide support to council, administrator, and
public works; assist administrator in administration of personnel and compensation
programs; represent the city at various meetings; interact with outside consultants on a regular
basis; coordinate city-wide budgeting process and prepare budget for council approval; manage
cash flow and investments; prepare financial statement (CAFR); administer TIF Districts; work with
City Financial Consultant on bond issues; coordinate annual audit, implemented GASB 34; file
annual reports; administer benefit programs; participate in annual strategic planning process with
other department heads and council; function as IT support and administration; and provide
supervision to direct reports and support staff.
CITY OF NORWOOD YOUNG AMERICA 8/00 - 6/05
Finance Director/Clerk-Treasurer
Department head as Chief Financial Officer; provide support to council, administrator, community
development, public works, and public utilities; assist administrator in administration of personnel
and compensation programs; represent the city at various meetings; interact with outside .
consultants on a regular basis; coordinate city-wide budgeting process and prepare budget for
council approval; manage cash flow and investments; prepare financial statement (CAFR); administer
TIF Districts; work with City Financial Consultant on bond issues; coordinate annual audit, implemented
GASB 34, files and annual reports; administer benefit programs; perform all statutory clerk duties
including eieciion adminishation; participate in annual strategic planning process with other
department heads and council; and provide work direction to support staff.
CITY OF NEW GERMANY
City Clerk 10/98 - 5/01
Deputy Clerk 6/01 - 12/03
Perform all duties prescribed by state statue relating to the City Clerk position including elections
Reports to City Council, represent City at various meetings, prepare agendas, memoranda, reports
and other documents, make recommendations and provide advice, carries out Council policies
and directives. Provide assistance to residents, handle all finance functions, payroll, utility billing
legal notices, permits, license applications, assessment searches, etc. Work with developers
and Planning Commission, zoning/ordinance enforcement.
WACONIA DODGE, INC. 8/98 - 8/00
Office ManaQer
Manage and maintain all finance functions, accounts receivable, accounts payable, collections,
payroll and financial statement preparation. Manage all employee benefit programs, administration,
and reports, Responsible to coordinate and control certain activities with Service Dept Manager,
Parts Dept Manager, Sales Manager. and General Manager. Responsible for maintaining current
updates and operation of computer network.
.
.
. HONEYWEll INC., CORPORATE FINANCIAL PLANNING & ANALYSIS 3/89 - 7/92
ManaQement Incentive Accountant - promotion 3/89
Establish and maintain various financial models used to calculate Board of Directors and executive
Incentive cash and stock based plans. Prepare all payout calculations, government and tax
reporting, budget requests, the allocations of costs to the divisions, account reconciliation's, and
prepaid asset accounts on general ledger for these plans. Routinely interface with internallexternal
auditors, government auditors, Human Resources Executive Compensation, Corporate Secretary
(legal Counsel), Business and Division controllers, and General Accounting. Use variety of
personal computer software. Work closely with programmers, know COBAL and BAL programming
languages.
HONEYWEll INC., CORPORATE FINANCIAL PLANNING & ANALYSIS 7/87 - 3/89
BudQets/Allocationsllncentives
Establish and maintain various PC programs to support Allocations, Executive Incentives and
Budgeting, which assist management in the annual review and approval process. Assist in the
development and Issuance of the Corporate Allocation Manual and Disclosure Statement.
Developed and maintained programs needed to meet government reporting requirements.
Coordinated the collection of financial data for Corporate allocations. Prepared and distributed
allocation information. Maintained flight operations and advertising historical and analytical files.
Maintained MSA and Corporate organization flow charts through the use of Org Plus software.
Knowledge about reporting relationships at Corporate and the Divisional level and communicates
with all levels of management.
HONEYWEll INC., DEFENSE SYSTEMS DIVISION 3/84 - 7/87
Price Analvsis and Bid Rates
. Analyze cost estimates to insure that all necessary data is included. Support and run Government
Cash Flow Models. Prepare and distribute the Bid Rates Submission and Divisional Unallowable
Monitorship reports. Computerized burdenlbudget reports and orders estimates/proposals.
Maintain current bid rates for division on SAM IV Pricing System and THESIS system. Receive
and answer questions from DCM and DCAS (government) auditors on routine cost matters.
OTHER EXPERIENCE:
Budget Review for the National Government Finance Officer Association
Member of The Fire Service Advisory Committee authorized by the State legislature
Member of The State Auditor's Task Force on TIF
PERSONAL CERTIFICATIONS:
Certified Municipal Clerk - received 4/22/02
Master Municipal Clerk Academy - Accepted at level one 11/2003
Minnesota Certified Municipal Clerk - received 2115/02
Teacher licensure Accounting - received from Minnesota State Board of Technical Colleges
EDUCATION:
KELLER GRADUATE SCHOOL OF MGMT, DeVRY UNIVERSITY, Candidate, Master of Accounting
and Financial Mgmt (Finance & CPA emphasis)
METROPOLITAN STATE UNIVERSITY, Master in Public and Non-Profit Administration
METROPOLITAN STATE UNIVERSITY. Bachelor of Science in Accounting
ALEXANDRIA TECHNICAL COLLEGE, Associate of Applied Science in Accounting
.
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. ~_HILLS
Request for Council Action
. Kristine Giga ~ 8A
Prepared By: Agenda Item:
Dept.: Engineering
Council Mtg. Date: 1/8/07 Budgeted Amount: $961.791
Final Action Needed By: 1/8/07 Actual Amount: $743.709
Funding Source: Various
Council Action Request:
Motion to adopt Resolution 07-21 receiving the feasibility report for the 2007 PMP Project and ordering the Public Hearing for January 29,
2007.
.. .. .
. Staff Recommendation:
Adopt Resolution 07.21 receiving the feasibility report for the 2007 PMP Project and order the Public Hearing for January 29,2007.
AdvisoryCommission Action: .
. Commission Date Actio'l1
Planning:
eRC:
Supporting Documents: (attached)
Memo/Letter:
x Resolution No.: 07.21
Ordinance No.:
Engineering Recommendation:
Attorney Recommendation:
x Other: Feasibility Report
Financial Implications:
Administrator/Staff Comments:
.
...
!
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. .~.
~~HILLS
CITY OF ARDEN HILLS
COUNTY OF RAMSEY
ST ATE OF MINNESOTA
RESOLlJTION NO. 07-21
A RESOLUTION RECEIVING THE 2007 PAVEMENT MANAGEi\'IENT
PROGRAM FEASIBILITY REPORT AN)) ORDERING PUBLIC IIEARING FOR
ll\lPROVEMENT
WHEREAS, pursuant to resolution of the Council adopted November 27, 2006, a
report has heen prepared by the City Engineer with reference to the improvement of the
f()llowing streets: Katie Lane, Katie Court, Brighton Way, Chatham A venuc jrom County
Road 1:2 to Chatham Court, Lametti Lane, Lametti Circle, Connelly ;\ vcnue. Pine Tree
Drive, Harriet A venue, Briarknoll Circle, Briarknoll Drive, Dawn Circle East, Royal
I "me, and Kal1h Lake Circle, and this report was received by the Council on January 8.
2007, and
. \VII EREAS, the rep0l1 provides infon11ation rcgarding whether the proposed
project is necessary. cost effective, and feasible,
NOW THEREFOR~=, BE IT RESOL VEl) BY THE CITY COUNCIL OF
ARDEN HILLS, 1\lINNESOTA:
J. The council will consider the improvement of such streets in accordance with the
report and the assessment of abutting property f()r all or a portion of the cost of the
improvemcnt pursuant to Minnesota Statutes, Chapter 429 at an estimated total cost of
the improvement of$743,709.
2. A public hearing shall be held on such proposed improvcment on the 29th day of
January, 2007, in the council chamhers of the city hall at 7:00 p.m. and the City
Administrator shall give mailed and published notice of such hearing and improvement as
required hy law.
ADOPTED BY THE CITY COUNCIL OF THE CITY OF ARI)EN HILLS
THIS 8th DAY OF .JANUARY, 2007.
-."-" _._____n____
. Stanley n. lIarpstead, Mayor
'.
I
,
;
A TrEST: .
------.-----.---. ---.------..--....---..-.-..--.---.
l\lichelle A. \V olfe, Administrator
.
.
.
.
Feasibility Report
Project AH-07 -07
Katie Lane, Katie Court, Brighton Way,
Pine Tree Drive, Harriet Avenue, Connelly Avenue
Lametti Lane, Lametti Circle,
. Chatham Avenue from County Road E-2 to Chatham Court,
Royal Lane, Dawn Circle East, Briarknoll Circle, Briarknoll Drive
Prepared by: City of Roseville Engineering Department
Kristine Giga
Civil Engineer
I hereby certify that this feasibility report was prepared by me or under my direct
supervision and that I am a duly Registered Professional Engineer under the laws of
the State of Minnesota.
. ~~:::N~ ' P.E.
.
Project AH-07-07 .
2007 PMP
Table of Contents
F casibili ty Lettcr ..................................................................................................................3
Project Location Map...........................................................................................................5
Introduction.......................................................................................................................... 7
Conclusions and Recommendations .................................................................................... 8
Acrial Photographs............................................................................................................... 9
Existing Street Conditions ...... .............. ...... ......... ................... .... ............ ........................ ...15
Proposcd Street Construction.. ......... ........... .......... ....... ............... ...... ...... ...................... .....17
Existing Utility Conditions.. ...... .... ..... ........ .............. ...... ................ ........ .... ........... .......... ..19
Proposed Utility Improvements ........ .......... ......... ........... .............. .......... ............ ............. ..21
Estimatcd Costs/Proposed Funding. ..... ........ .... .............. ........ .............. ......... ........ ....... .....22
Parccl Maps....................................................................................................................... .23 .
Proposcd Unit Cost and Assessments ........... .......... ........ ...... ............ .................................29
Preliminary Assessment Roll.... ...... ........ ............ ........ .... ...... .... ..... ....... ..... ..................... ...33
Engineer's Estimated Quantities and Costs .. .......... .......... .......... ................ .......... ........ .....3 7
.
1
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--.. ...----.-.-
January 4,2007
Mayor and City Council
City of Arden Hills
1245 West Highway 96
Arden Hills, MN 55112
RE: 2007 Pavement Management Progranl
Dear Mayor and City Council Members:
At the City Council meeting of October 30, 2006, the Council authorized the preparation of a
feasibi lity study for improvements to the streets included in the 2007 portion ofthe overall Pavement
Management Progranl. At the November 27,2006 City Council meeting, the Council expanded the
feasibility study to also include the streets in the 2009 portion of the Pavement Management
Program. This study considers proposed improvements to the following streets:
Katie Lane Harriet A venue Chatham A venue BriarknoIl Drive .
Katie Court Connelly A venue Royal Lane Karth Lake Circle
Brighton Way Lametti Lane Dawn Circle East
Pine Tree Drive Lametti Circle BriarknoIl Circle
As a part of the study for this area, the various public utilities have been analyzed regarding their
capacity and structural integrity. Necessary utility improvements have then been recommended
where appropriate. During the process of studying the existing conditions within the project areas, a
meeting was held and input was received from area residents, as well as City staff.
In accordance with the City Council request, this study has been completed. It is my recommendation
that the projects as proposed in this study are feasible.
Sincerely,
~h'+
Kristine Giga, P. E.
Civil Engineer
.
_____.~ity of ,~~~en Hills . 1245 Wes!.!.-lighway l)~ . Arden Hills, !\'IN . 55]..1_:-5743
"hone 651.634.5120 . Fax 651.634.5137 . www.d.arden-hills.mn.\Is
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2007 PMP .
LEGEND: j
~ /'./ Proposed Mill & Overlay
. t\~r.j HILLS N
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Project AH -07 -07 .
INTRODUCTION
This report consists of a detailed investigation of the following streets proposed for improvements:
Katie I Jane Harriet A venue Chatham A venue Briarknoll Drive
Katie Court Connelly A venue Royal Lane Karth Lake Circle
Brighton Way Lametti Lane Dawn Circle East
Pine Tree Drive Lametti Circle Briarknoll Circle
The projects were initiated by City Council/staff as part of Arden lIills' Pavement Management
Program. The streets in these neighborhoods are listed in the 5-year Capital Improvement Plan (CIP)
as part of the 2007 and 2009 Pavement Management Programs (PMP).
Street condition ratings are divided into three categories: "adequate" (66-100), "marginal" (31 to 65)
and "problem" (0 to 30). The 2005 street ratings, compiled by GoodPointe Technology, are listed in
the table below. Using GoodPointe Technology's pavement management software, ratings can be
projected based on the observed street condition and anticipated deterioration of the road. These
estimated 2007 PCI values have also been listed.
r-----.-
2005 Est. 2007
Street Ratin2 Rating Catee:ory
Katie Lane, Cleveland to dead end 69-84 6 I -78 Adequate/ .
Marginal
Katie Court, Katie Lane to cul-de-sac 82 76 Adequate
Brighton Way 37-73 26-64 Marginal/
Problem
Pine Tree Drive, County Road E to Harriet A venue 82 68 Adequate
Harriet Avenue, Pine Tree Drive to Lexington Avenue 69 57 Adequate/
Marginal
Connelly ^ venue, County Road E to County Road E 55 42 Marginal
Larnetti Lane, Snelling ^ venue to cul-de-sac 58 48 Marginal
Lametti Circle, Lametti Lane to cul-de-sac 50 39 Marginal
Chatham Avenue, County Road E-2 to Chatham Court 72 63 Adequate
Royal Lane, Nonna A venue to Floral Drive 35 23 Marginal!
Problem
Dawn Circle East, Norma A venue to cul-de-sac 12 0 Problem
Briarknoll Drive, Snelling A venue to Nomla A venue 41 30 Marginal/
Problem
BriarknoIl Circle, BriarknoIl Drive to cul-de-sac 29 16 Problem
Karth Lake Circle, Hamline Avenue to cul-de-sac 63 53 Marginal
.
7
. The proposed project involves street milling and overlaying, spot curb replacement, and
storm sewer, water main and sanitary sewer improvements, as needed. As has been discussed
during development of the CIP, the City Council has expressed the desire to complete
maintenance on City streets that, if neglected for too long, would need to be reconstructed.
The proposed 2007 PMP achieves this, while also maintaining a neighborhood approach,
which has consistently been another goal of staff and City Council. The neighborhood
approach minimizes the inconveniences residents experience due to construction.
It is expected that if these improvements are approved, the work will be completed during the
2007 construction season. As outlined by state law, projects initiated by council/stafTrequire
a 4/5 vote by the City Council for approval.
CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS:
l. All portions orthe project as proposed are feasible.
2. Project costs for residential and commercial areas:
Residential.......................................................................................$ 649,259.93
. (~olnmercial.................................................................................... .$ 82,621.65
Utili ty improvements........................................ ..............................$ 11,827.00
Total Construction Cost .. ............. ......... ... ................... ................ ..$743,708.58
'"' This project is to be undertaken as part of the 2007 Pavement Management Program
-'.
and will be combined under one contract with the City of Roseville's Mill and
Overlay Project. By combining these projects together and bidding them as one
contract, we anticipate competitive bids from contractors.
RECOMMENDATIONS:
l. Construct the projects in 2007.
2. Construct the projects as proposed in this report.
'"' Assess each neighborhood based on costs of the level of improvement.
-).
4. All properties shall be assessed on a per unit basis, based on residential, commercial
and tax-exempt equivalent units.
5. Schedule a public hearing for January 29, 2007.
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Project AH-07-07 .
2007 Pavement Management Program
EXISTING STREET CONDITIONS
The project areas include single family and commercial properties, along with some City-owned
parcels. Most of the neighborhoods are fully developed. All of the streets are delineated with
concrete curb and gutter; there are no existing sidewalks or paths along the streets. The
residential streets are typically 34 feet wide. Connelly A venue is approximately 36 feet wide and
Pine Tree Drive is approximately 42 feet wide. Many of the residential streets have cui de sacs,
and therefore, carry low volumes of traffic.
Arden Hills' pavement management system utilizes a pavement condition index (PCI) rating of 0
to 100. This rating is based on surficial pavement observations. Generally, the indices
correspond to a level of most cost effective improvement as follows: 0-30 = pavement
reconstruction; 31-65 = asphalt overlay; and 66-100 = sealcoat and/or crack sealing. This rating
system a<;sists in prioritizing roadway improvements and projecting costs for use in the City's
pavement management and capital improvements plan. Actual levels of improvements are
determined by completing a comprehensive geotechnical evaluation and a preliminary
engineering report.
Soil borings have been scheduled for the week of January 8, 2007. The results will be provided to
the City the week of January] 5, 2007. Stair will review these results to verify that the .
recommended improvements as described are appropriate. If any modifications to proposed
improvements are needed, these will be presented at the Public Hearing.
Katie Lane and Katie Court
Katie Lane just east of Cleveland shows signs of distress, such as alligator cracking and potholes.
Continuing east, the amount of distress decreases, however, pavement cracking is still present.
There is evidence of previous maintcnance, including crack sealing and seal coating. There is
minimal cracking on Katie Court, but the pavement surface shows signs of oxidation, as
evidenecd by the exposed pavement aggregates. Prior maintenance on Katie Court includes crack
sealing.
Brighton Way
Brighton Way shows more significant signs of distress, ineluding transverse cracking, alligator
cracking and potholes. Some of the pavement has also settlcd, creating drainage problems and
edgc cracking. Settlement and ponding is especially noticeable in the northern cui de sac. Prior
maintenance includes pothole patching, skin patching, crack sealing and seal coating.
Pine Tree Drive and Harriet A venue
Cracking is visible on both Pine Tree Drive and Harriet A venue. Some minor potholes are
present on Harriet Avenue, and Pine Tree Drive has some uneven pavement, crcating dips in the
pavement surface. There is evidence of crack sealing, seal coating and minor patching along both .
of these streets.
15
. Connelly A venue
The street exhibits moderate to severe transverse cracking and exposed pavement
aggregates. Areas of the street also show signs of alligator cracking and edge
deterioration. There is evidence of previous maintenancc including crack sealing
and patching. ^ mill and overlay was completed on Connelly Avenue in 1995.
Lametti Lane and Lametti Cirele
The pavement exhibits moderate transverse and alligator cracking on both Lametti
Lanc and l,ametti Circle. Some areas also show signs of more severe alligator
cracking due to drainage problems. Prior maintenance ineludcs crack sealing and
seal coating.
Chatham A venue, from County Road E-2 to Chatham Court
This segment of Chatham Avenue exhibits signs of transverse cracking, as well as
alligator and edge cracking in some areas. Maintenance previously completed on the
street includes crack sealing and seal coating.
Royal Lane
Royal Lane exhibits signs or moderate to severe alligator cracking, as well as
transverse cracking and potholes. Maintenance on the street ineludes seal coating, as
well as skin patches over the severely deteriorated sections of the street.
. Dawn Circle East
Dawn Circle East exhibits severe alligator cracking over most of the pavement
surfacc. Prior maintenance includes skin patching and seal coating. City records also
indicate that an overlay was completed on thc street in 1991. An overlay provides
the street with a new pavement surface. In a mill and overlay, the existing surface is
ground off and replaced with new pavement, correcting issues with the old
pavement surface and creating a structural improvement.
Briarknoll Circle and Briarknoll Drive
Sections of Briarknoll Circlc and Briarknoll Drive show signs of cracking, some
edge deterioration and moderate to severe alligator cracking. Previous maintenance
on the street ineludcs crack sealing and seal coating. Both streets also received a
1 S' overlay in 1993. An overlay provides the street with a new pavement surface.
In a mill and overlay, the existing surfacc is ground off and replaced with new
pavement, correcting issues with the old pavement surface and creating a structural
improvcment.
Karth Lake Circle
The street exhibits signs of cracking and potholing. The street section just east of
Hamline Avenue received a skin patch due to extremc deterioration of the
pavement. Other prior maintenance includes crack sealing and seal coating. In 1993,
. the street was paved with a 1 S' overlay. An overlay provides the street with a new
16
pavement surface. In a mill and overlay, the existing surface is ground ofr and .
replaced with new pavement. correcting issues with the old pavement surface and
creating a structural improvement.
PROPOSED STREET CONSTRUCTION
The following describes staffs recommendations for improvements to the pavement on each
street. All of the streets have segments of curb and gutter which have sunk or been damaged~ spot
curb replacement is proposed as needed on each of the streets. If driveways are impacted for spot
curb removal or morc cxtensive pavement/subgrade corrections are needed, the removed portion
of the driveway will be replaced in-kind with asphalt or concrete. Any sod that is damaged as a
result of the project will be replaccd.
Staff evaluated all of the streets listed in this report and compared visual observations to the
projected 2007 PCI values calculated by the GoodPointe software. The estimated 2007 PCI
values are in line with what staff observed in the field, except as noted in the narrative below.
Katie Lane and Katie Court
The existing bituminous pavement is in need of reinforcement. Staff recommends that the street
will be milled to a depth 01'2 inches and fortified with a 2 inch bituminous overlay. By
prcserving the existing curb lines along this scgment, the new vcrtieal alignment will
approximate the inplace alignment. Necessary corrections to the subgrade will bc made in areas
exhibiting more severe signs of distress prior to paving thc overlay. .
The PCI values for these streets range from marginal to adequate. While improvements to the
adequate segments of the street may seem premature, when combined with the marginal
segments, it will likely be more cost effcctive to make improvements at this time. If
improvements were postponed, the ovcrall project costs would increase due to more deterioration
on portions of the streets, as well as steady increases in construction costs. Also, in keeping with
the neighborhood approach, proposing improvements to both streets at the same time minimizes
the inconvenience that residents will experience during construction to onc construction season,
as opposed to two or more.
There is potential that additional development may occur on Katie Lane in 2007. No official
submittal has been made to thc Community Development department. Staff has contacted the
potential developer, who has indicatcd that they plan to submit a proposal ifthere is a positive
response~ howcver, they could not provide a firm answer at this time. Stafl recommends keeping
the improvements to Katie Lane and Katie Court in the proposed project. Staffwill remain in
contact with the developer to detennine if the timing of the proposed development will conflict
with the proposcd street improvements, and make adjustments as necessary. Construction
equipment is not necessarily desired on new pavement, but it typically is not as heavy or
damaging as garbage trucks or other heavy maintenance vehicles that regularly travel the streets.
A possible alternative would be to seal coat the streets and postpone a mill and overlay until after
the development is constructed, with the understanding that the costs will likely be higher than if
completed this year. .
17
. Brighton Way
The existing condition ofthe majority of the pavemcnt on this strect indicatcs a
structural failure, which would typically call for a complete reconstruction. However,
since the existing concrete curb and gutter is generally in good condition, staff
recommends a full depth pavement replacement. The entire section of bituminous
pavement will be removed, which will allow for the subgrade to be examined,
identifying areas that need additional correction. The recommended pavement section
is 3.5 inches of bituminous over the existing subgrade.
Pine Tree Drive and Harriet A venue
After reviewing the pavement, and comparing our visual observations to the estimated
2007 pel, stall feels that the condition of these streets is adequate, and that the
estimated PCI values are artificially low. Staff recommends that these two streets bc
added to the seal coat projcct for 2007, and postpone the mill and overlay for
approximately five years. This adjustment to the CIP will also adhere to the
ncighborhood approach that staff and City Council have tried to maintain, as Benton
Way is slated for a seal coat prior to a mill and overlay as well.
Connelly A venue
The existing bituminous pavement is in necd of reinforcement. Thereforc, staff
recommends that the street be milled to a depth of 2 inchcs and fortified with a 2 inch
bituminous overlay. By preserving the existing curb lines along this segment, the new
. vertical alignment will approximate the inplaec alignment. Necessary corrections to the
subgrade will be made in areas exhibiting morc scverc signs of distress prior to paving
the overlay. The pedestrian ramps at County Road E do not mect current standards,
therefore are proposed for replacement as a part of this project. The concrete valley gutter
at the easterly inkrsection with County Road E is in need of repair, and will be removed
and replaced as well.
Lametti Lane and Lametti Circle
The existing bituminous pavement is in need of reinforcement. Therefore, staff
recommends that the street be milled to a depth of 2 inches and forti tied with a 2 inch
bituminous overlay. By preserving the existing curb lines along this segment, the new
vertical alignment will approximate the inplace alignment. Necessary corrections to
the subgrade will be made in areas exhibiting more severe signs of distress prior to
paving the overlay.
Chatham A venue, from County Road E-2 to Chatham Court
After reviewing the pavement, and comparing our visual observations to the estimated
2007 PCI, stalTfeels that the condition of these streets is adequate, and that the
estimated PCI values are artificially low. Staff recommends that these segment of
Chatham, as well as thc rest of the Chatham neighborhood, be added to the seal coat
project for 2007, and schedule a mill and overlay in approximately five years. This
modification is more continuous with the neighborhood approach that staff and City
. Council have tried to maintain.
18
Royal Lane .
The existing condition of the majority of the pavement on this street indicates a structural failure,
which would typically call for a complete reconstruction. However, since the existing concrete
curb and gutter is generally in good condition, staff recommends a full depth pavement
replacement. The entire section of bituminous pavement will be removed, which will allow for
the subgrade to be examined, identifYing areas that need additional correction. The recommended
pavement section is 3.5 inches of bituminous over the existing subgrade.
Dawn Circle East
The existing condition of the pavement indicates a structural failure of the street, which would
typically call for a complete reconstruction. However, since the existing concrete curb and gutter
is generally in good condition, staff recommends a full depth pavement replacement. The entire
section of bituminous pavement will be removed, which will allow for the subgrade to be
examined, identifYing areas that need additional correction. The recommended pavement section
is 3.5 inches of bituminous over the existing subgrade.
Briarknoll Circle and Briarknoll Drive
The existing condition of a majority of the pavement on this street indicates a structural failure,
which would typically call for a complete reconstruction. However, since the existing concrete
curb and gutter is generally in good condition, staff recommends a full depth pavement
replacement. The entire section of bituminous pavement will be removed, which will allow for
the subgrade to be examined, identifYing areas that need additional correction. The recommended .
pavement section is 3.5 inches of bituminous over the existing subgrade. While not all areas of
Briarknoll Circle and Briarknoll Drive area exhibiting severe distress, staff recommends the full
depth replacement along the entire segment for continuity purposes, to ensure that the entire
street section is uniform.
Karth Lake Circle
The existing bituminous pavement is in need of reinforcement. Therefore, staff recommends that
the street be milled to a depth of2 inches and fortified with a 2 inch bituminous overlay. By
preserving the existing curb lines along this segment, the new vertical alignment will
approximate the inplaee alignment. Areas exhibiting more severe signs of distress will be
patched; the entire pavement section will be removed, and any necessary corrections to the
subgrade will be made prior to paving the overlay.
EXISTING UTILITY CONDITIONS
Public utilities located within the proposed project areas include City water, storm sewer, and
sanitary sewer. Private utilities inelude Xce1 gas and electric, telephone, and cable TV.
Watermain
The following is a table of the existing watermain with information on pipe size, material and history
ofwatennain breaks over the last to years.
.
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Street Watermain size Pipe material Break history
. Katie Lane 6" Ductile iron 0
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Katie Court 6" Ductile iron 0
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Brighton Way 6" Ductile iron 0
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Pine Tree Drive 16" Cast iron 0
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Harriet Drive 8" Cast iron 0
Connelly ^ venue 12" Ductile iron 2
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Lametti Lane 6" Ductile iron 1
Lametti Circle 6" Ductile iron 0
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Chatham A venue 8" Ductile iron 0
-_.
Royal I,ane 6" Ductile iron 1
.1----.. ..--,.-.
Dawn Circle East 6" Ductile iron 0
u_
Briarknoll Circle 8" Ductile iron 1
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Briarknoll Drive 6"-8" Ductile iron 1
. -- _..~
Karth Lake Circle 6"-8" Ductile iron 2
Public Works staff also reviewed all of the hydrants and gate valves within the proposed
project to evaluate the existing conditions and gain an understanding of what repairs and
improvements are necessary.
Sanitary Scwer
. The existing condition of the sanitary sewcr system was acquired from as-built information
and sewer video tapcs. The following is a table of the existing sanitary scwer with
information on pipe size, material and any problems noted during the televising.
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Street Sanitary sewer size Pipe material Problems
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Katie Lane 8" PVC
-- -"."--
Katie Court 8" PVC
- - --.-- -
Brighton Way 8" PVC
--
Pine Trce Drive None
---- ..------
Harrict Drive Nonc
------
Connelly ^ venue - -- 8",12" Clay, concret<::__
Lametti Lane 8" PVC
-----.--
Lametti Circle 8" PVC
"--- --
Chatham A venue 8" PVC
--
Royal Lane 8" Clay_
Dawn Circle East 8" PVC
-- -----".
13riarknoll Cirele 8" PYC
13riarknoll Drive 8" rve Deflected, sagging
.- pipe, offset joints
Karth Lake Circle 8" pve
.....-- ..-"
.
20
Storm Sewer
All of the streets under consideration have existing storm sewcr. However, some of the .
structure castings have deteriorated or been damaged by snow plows and need replacement.
The Public Works stafThas reviewed all catch basins and manholes in the proposed project
areas to identify structures needing repairs or replacement.
PROPOSED UTILITY IMPROVEMENTS
The existing manholes, fire hydrants, gate valves, and other similar structures will be
adjusted and repaired as nccessary as part of this project. The cost of any underground utility
improvemcnts will be excluded from the assessable portion ofthe project and financed by the
appropriate utility fund. Casting replacements or repairs are considered part of the street
improvements and are not charged to individual utility funds.
Staff will work with other public and quasi-public utilities to coordinate other utility
improvements with the street reconstruction project.
Watcrmain
Reviewing the history of watem1ain breaks, staff feels that there arc no areas that need
complete rcplacement of water main. As a gcneral guide, watem1ain replacement should be
considered when more than live breaks occur in a ten year time pcriod.
Staff identified one gate valve on Brighton Way that needs replacement; this work is .
recommended as a part orthis project.
Sanitary Sewer
After revicwing the sanitary sewer video tapes, one segment of pipe was identified that needs
repair. Approximately 30 feet of sanitary sewer pipe along Briarknoll Circle has cracked and
is sagging, and needs replacement. Other minor cracks were noted, however, these are pipe
segments that could be repaired using trench less technologies, such as pipe lining. City staff
will be working on a separate pipe lining project in 2007, outside the scope ofthe PMP.
Storm Sewer
Some of the existing storm sewer structures are in need of repair. The catch basin casting on
the north side of the Briarknoll Circle and Briarknoll Drive intersection will be replaced. The
high flow inlet structure in the cui de sac on Lametti Lane also needs rcpair.
At the ncighborhood meeting, a resident raised a question about making improvements to the
existing storm sewer to improve the water quality in Karth l,ake. Staff is currently exploring
options and reviewing requiremcnts for the Riec Creek Watershed District. One possibility
would be to construct an in-line storm water treatment structure. Prices for these structures
typically range anywhere from $25,000 to $50,000: the budgeted amount in the Stom1 Sewer
Fund is $20,000. Staff will continue to gather more information in order to provide a
recommendation to City Council at thc Public Hcaring. .
21
. ESTIMATED COSTSIPROPOSED FUNDING
Proposed constmction costs for the 2007 PMP Improvement Pr~ject (including bituminous
street, storm sewer, sanitary sewer, watermain, and turf restoration) arc itemized in the tables
located in the appendix and are summarized below. The City's assessment policy states that
estimated construction costs should includc 37% f()r overhead costs and a contingency factor.
Overhead costs include legaL engineering. administrative and fiscal costs. The estimated
costs for street improvements listed below include 32% for overhead costs, since the City of
Roseville's proposal for the project was based on 15% for engineering fees, not 20%, as is
listed in thc policy. Utility improvements are not assessed, therefore, the cost cstimates for
utility work include only an additional 15% f()r cngineering rees. These cost estimates are
based upon 2006 public construction costs. Since we have no control over the cost oflabor,
materials, competitivc bidding process. weather conditions and other factors atfecting the
cost of construction, all cost estimates arc opinions f()r general information and no warranty
or guarantee as to the accuracy of construction cost estimates is made.
ESTIMA TED PROJECT COSTS
Street Improvements
Construction Costs $ 554,455.74
32% Overhead $ 177,425.84
. Total Street Improvement Costs $ 731,881.58
Watermain Improvements
Construction Costs $ 2,120.00
15% Enginccring $ 320.00
Total Watermain Improvement Costs $ 2,440.00
Sanitary Sewer Improvements
Construction Costs $ 8,162.00
15% Engineering $ 1,225.00
Total Sanitary Sewer Improvement Costs $ 9,387.00
Storm Sewer Improvements $ 0.00
Construction Costs $ 0.00
15% Engineering
Total Storm Sewer Improvement Costs $ 0.00
TOTAL PROJECT COSTS $ 743,708.58
It is proposed that these projects be 1inanced similar to past Pavement Managcment
Program projects. Utility improvements will be funded from the appropriate enterprise
fund, and street improvements will be funded from the General Fund, PIR fund, and
assessments.
.
22
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PROPOSED UNIT COSTS AND ASSESSMENTS .
The following narrative provides information and definitions of the various types of properties
affected by the proposed improvements, as stated in the Assessment Policy revised and adopted by
the City Council in 2004.
The assessment policy states that the assessment is based on the total project cost, or estimated
construction cost and associated overhead costs. City Council may choose to base the assessment on
contract priees~ deviation from the assessment policy is allowed as deemed appropriate. Estimated
construction costs are estimates only; we can only anticipate factors affecting construction costs, but
have no control over them. If the assessment is based on estimated construction costs, there is a
possibility of over-assessing residents if the actual bids come in low. If bids come in higher than
estimated, this would result in the City paying for a larger portion of the project. Staff recommends
that costs for project financing should be based upon actual, competitive bid prices with reasonable
contingencies. The proposed schedule of the project would allow for the assessment hearing to take
place prior to construction if contract prices are used.
Residential properties
The policy states that "all residentially zoned properties with frontage abutting a strcet that is
overlaid with bituminous shall be assessed on a per unit basis at the residential equivalent assessment
rate." The residential equivalent assessment rate shall be based on 50% of the cost of the bituminous
overlay, plus associated overhead costs.
A lot unit is defined in the assessment policy as a platted single-family residential lot or equivalent. .
which cannot be further subdivided for R-l and R-2 residential use according to the current City
Code.
Comer lots are assessed on the street used for the mailing address; this has been factored into the
proposed preliminary assessment roll.
Commercial properties
The assessment policy states that commercial/industrial properties are to be assesscd a commercial
equivalent as.sessment based on 70% of the cost of the bituminous overlay, plus associated overhead
costs.
Tax-exempt properties
The assessment policy states that tax-exempt properties are to be assessed based on 100% of thc
bituminous overlay, plus associated overhcad costs. The tax-exempt equivalent assessment rate shall
be set by the City Council. For the purposes of detemlining this rate, staff has converted tax-exempt
equivalent units (TED) to residential equivalent units (RED) as described below.
The following table provides the proposed number and type of units to be included in the preliminary
assessment roll. A narrative explanation follows for streets with atypical proposed assessments.
.
29
Street Residential Commercial Tax-exempt
. equivalent units equivalent units equivalent units
(REU) (CEU) (TEU) .--..-
Katie Lane/ 34
Katie Court
-
Brighton Way 18
Pine Tree Drive n/a n/a n/a
---
Harriet Drive n/a n/a n/a
Connelly A venue 8
Lametti Lane/ 13
Lametti Circle
Chatham ^ venue n/a n/a n/a
Royal Lane 8 5REU
Dawn Circle East 8 -.-- 1---,
--_.--
Briarknoll Circle/ 30
Briarknoll Drive --
I---- --
Karth Lake Circle 21
Katie Lane and Katie Court
There are 34 assessable residential units along these streets, \vith two vacant lots, both of
which are owned by the adjacent property owner. However, since these lots have separate
property identification numbers and are platted as separate lots, they should be considered
. as individual units.
Brighton Way
There arc 18 residential assessable units along this street, and one City-owned parcel. The
majority of the City parcel is covered by a wetland, and is considered non-buildahlc. Thc
assessment policy states that ifland is considcred undevelopable or does not receive a
henefit from the improvements, it may be deleted from the assessment roll. The proposed
improvements would provide no benclit to this parcel; therefore, the parcel has not been
included in the preliminary assessment roll.
Lametti Lane and Lametti Circle
Therc are 13 assessable residential units along these streets, with onc vacant lot, which is
owned by an adjacent property owner who lives on Bussard Court. All 13 lots have
separate property identification numbers Lmd are platted as separate lots, and should be
considered as individual units. There is another vacant lot on Lametti Lane; however. the
entire lot is covered by a drainage and utility casement. This makes the lot un-
dcvelopable and therefore, has not been ineluded as an assessahle unit.
Royal Lane
There are ten (10) parcels abutting Royal Lane; six (6) of these properties have Royal
Lane addresses, two are addressed ofr of Floral Drive, and two arc City-owned parcels.
. The current lot at 1465 Floral Drive is large enough where it could potentially be divided
to include two lots fronting Royal Lane.
30
Staff is proposing that the City-owned parcels, or tax-exempt equivalent units, arc included in the .
preliminary asscssment roll at an equivalent of six (6) residential assessable units. If Floral Park
were ever subdivided, four (4) lots could front Royal Lane. The footage along Royal Lane could
allow for five (5), however an existing wetland eliminates the possibility of one of the lots. The
City parcel across the street from the park is similar in size to the existing residential lots on the
street, therefore should be equated as such.
If the City council agrees with staffs recommendations, eight (8) residential equivalent units and
two (2) tax-exempt equivalent units equal to five (5) residential equivalent units would be
included in the preliminary assessment roll. While the assessment for the two potential lots at
1465 Floral Lane may be deferred until such a development occurs, staff feels they should be
included in the assessment rate calculation to keep with the assessment policy.
Assessment rates
Two assessment rates are proposed: a commercial assessment and a residential assessment. Tax-
exempt assessments are proposed as rcsidential equivalents. Staff is proposing two options to the
City Council regarding the calculation of the proposed residential assessment.
Estimated street improvement project cost ........................................................$731,881.58
Commercial project cost $82,621.65
Residential project cost $649,259.93
Commercial rate .
Commercial project cost $82,621.65
Assessable amount (70%) $57,835.15
Total assessable Commercial Equivalent Units (CEU) .......................................................8
. 100% of project cost/ unit ..................................................................$1 0,327.71
. Estimated street assessment per unit
(70% of project cost/unit) ........... ...... ....................... .......... ....... .... .... ...$7,229.39
Residential rate
Residential project cost $649,259.93
Assessable amount (50%) $324,629.97
Option 1- Assess residential units based on the project cost of aU residential streets divided
by the number of assessable lots.
Total assessable Residential Equivalent Units (REU) .....................................................137
(ineludes Tax-exempt Equivalent Units (TEU) as described above)
. 100% of project cost/ unit .....................................................................$4, 739.12
. Estimated street assessment per unit
(50% or project cost/unit) ....... .......... .......... ..... ...... ..... ............... ..... ...... .$2,369.56 .
31
. Option 2- Assess residential units based on the project cost ofthe level of improvement
on the street.
1" mill and overlay project eosts............................................................$243376.82
Total assessable Residential Equivalent Units (REU) ...........................................68
. 100% of project cost/ unit ....... ............... ....... .... ... ....... .................. .$3,5 79 .07
. Estimated street assessment per unit
(50% of project cost/unit) .... ................ ...... ... .......... ... ................... .$1,789.54
Full depth pavement replacement project costs .....................................$405,883.12
Total assessable Residential Equivalent Units (REU) ...........................................69
(includes Tax-exempt Equivalent Units (TEU) as described above)
. 100% of project cost! unit ....... ... ....... ....... ....... .......... ............... ......$5 .882.36
. Estimated street assessment per unit
(50% of project cost/unit) ..................................................... .........$2,941.18
. Discussion
The same level ofimpro\'ement is not proposed on all of the streets. Some of the strccts will
need the more extensive, full pavement replacement, whereas other strcets will receive a
standard mill and overlay. Option 1 does not distinguish between the two types of
maintenance and everyone would be assessed equally. Option 2 separates the costs of the
different types of maintenance; the residents along the streets receiving a standard r mill
and overlay would be assessed less than those along streets with a full pavement
replacement.
Project cost distribution summary
Total project costs... .... ..'..... .... ... ... ................ ........ ............ .....................$ 743,708.58
Total paid in assessments .... .......... ............. .... .......... ..... .............. ....... ....$367,759.21
Total funded by City (including assessment ofTEUs as described)......$375,949.37
.
32
PRELIMINARY ASSESSMENT ROLL
Residential
Parcel 10 Owner Name 1 Owner Name 2 PA# ProDertv Address Street # Owner Street Address Owner CltvlStatelZiD Residential Equivalent Unit
223023120007 DENNIS BOLDT 1337 KARTH LAKE CIRCLE 4274 JAMES AVENUE NEW BRIGHTON MN 55112-2432 1
223023120008 DOUA S VANG AMY VUE 1331 KARTH LAKE CIRCLE 1331 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5759 1
223023120009 VINCENT P ANDERSON 1325 KARTH LAKE CIRCLE 1325 KARTH LAKE CIRCLE ST PAUL MN 55112-5759 1
223023120010 BYUNG H LEE MYONG S LEE 1321 KARTH LAKE CIRCLE 1321 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5759 1
223023120011 RHEA M WISE REVOCABLE TR 1317 KARTH LAKE CIRCLE 1317 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5759 1
223023120012 ERIC P HAUTH SCHMID REBECCA D HAUTH SCHMID 1313 KARTH LAKE CIRCLE 1313 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5759 1
223023120013 ROBERT J BESSER SHERR IE A BESSER 1307 KARTH LAKE CIRCLE 1307 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5759 1
223023120014 RICHARD F KLICK DIANE M KLICK 1301 KARTH LAKE CIRCLE 1301 KARTH LAKE CIRCLE ST PAUL MN 55112-5759 1
223023120015 JOYCE A ANDERSON 1295 KARTH LAKE CIRCLE 1295 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5782 1
223023120016 RONALD T HAGKULL KATHLEEN H HAGKULL 1289 KARTH LAKE CIRCLE 1289 KARTH LAKE CIRCLE ST PAUL MN 55112-5782 1
223023120017 SUSAN L SPIELMANN 1285 KARTH LAKE CIRCLE 1285 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5782 1
223023120018 FRANK W STODOLA JR JANET STODOLA 1281 KARTH LAKE CIRCLE 1281 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5782 1
223023120019 CONNIE GILBERT BAKER 1280 KARTH LAKE CIRCLE 1280 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5711 1
223023120020 KENNETH D ENGBERG KATHLEEN M SUKKE 1286 KARTH LAKE CIRCLE 1286 KARTH LAKE CIRCLE ST PAUL MN 55112.5711 1
223023120021 CHARLES G SUPINO DEANNA J SUPINO 1292 KARTH LAKE CIRCLE 1292 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5711 1
223023120022 BARRY P SULLIVAN BETH A SULLIVAN 1298 KARTH LAKE CIRCLE 1298 KARTH LAKE CIRCLE ST PAUL MN 55112-5711 1
223023120023 CRAIG A ERICKSON DIANE M ERICKSON 1302 KARTH LAKE CIRCLE 1302 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5760 1
223023120024 ABU BAKER M BUSHAGOUR L1ZANNE COOPER 1306 KARTH LAKE CIRCLE 1306 KARTH LAKE CIRCLE NEW BRIGHTON MN 55112-5760 1
223023120025 THOMAS B MCCALLUM LISA MCCALLUM 1326 KARTH LAKE CIRCLE 1326 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5760 1
223023120026 YIU LEE TAMMY LEE 1332 KARTH LAKE CIRCLE 1332 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5160 1
223023120027 JONAH P BERNDT KRISTIN BERNDT 1338 KARTH LAKE CIRCLE 1338 KARTH LAKE CIRCLE ARDEN HILLS MN 55112-5760 1
223023320015 GARY F HOTTMAN PATRICIA M HOTTMAN 1496 BRIARKNOLL DRIVE 1496 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1975 1
223023320028 BRIAN C LOCKWOOD LINDA A LOCKWOOD 1575 BRIARKNOLL DRIVE 1575 BRIARKNOLL DRIVE NEW BRIGHTON MN 55112-1978 1
223023320029 TONI R MORGAN 1565 BRIAR KNOLL DRIVE 1565 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320030 DAVID W BOLDT AMANDA F BOLDT 1555 BRIARKNOLL CIRCLE 1555 BRIARKNOLL CIRCLE NEW BRIGHTON MN 55112-1981 1
223023320031 ANTHONY C BURBA CANDACE J BURBA 1547 BRIARKNOLL CIRCLE 1547 BRIARKNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320032 CATALINA PUI YIN DON 1537 BRIARKNOLL CIRCLE 1537 BRIAR KNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320033 RICK S LUK CATHERINE T H LUK 1531 BRIARKNOLL CIRCLE 1531 BRIARKNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320034 SHEN YEN L1N HUI LAN L1N 1538 BRIAR KNOLL CIRCLE 1538 BRIARKNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320035 PATRICK T HAIK BONNIE L HAIK 1550 BRIARKNOLL CIRCLE 1550 BRIARKNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320036 ROBERT M SUNDBERG LORI A SUNDBERG 1556 BRIARKNOLL CIRCLE 1556 BRIAR KNOLL CIRCLE ARDEN HILLS MN 55112-1981 1
223023320037 CHRISTOPHER M VOSBEEK LISA K VOSBEEK 1553 BRIARKNOLL DRIVE 1553 BRIAR KNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320038 MAHMOUD MOGHADDAM NAZY TALEGHANI MOGHADDAM 1549 BRIARKNOLL DRIVE 1549 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320039 ALAN LOTH MICHELE A LOTH 1543 BRIARKNOLL DRIVE 1543 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320040 MARK JEDLENSKI NATALIE A JEDLENSKI 1537 BRIARKNOLL DRIVE 1537 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320041 WILLIAM J REMES AMY CREMES 1531 BRIARKNOLL DRIVE 1531 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320042 ANTHONIE J MARX REBECCA L MARX 1523 BRIARKNOLL DRIVE 1523 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320043 SHIDHARAN RAMASWAMY ULRIKE W TSCHIRNER 1517 BRIAR KNOLL DRIVE 1517 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320044 DONALD J SUDDUTH ANNE E SUDDUTH 1511 BRIARKNOLL DRIVE 1511 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320045 FRANK P SCHUNA JR JOANNE M SCHUNA 1503 BRIARKNOLL DRIVE 1503 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1978 1
223023320046 ROBERT H OPHAUG JUDITH A OPHAUG 1556 BRIARKNOLL DRIVE 1556 BRIAR KNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320047 BRADLEY C JACOBSON ERIN E JACOBSON 1554 BRIARKNOLL DRIVE 1554 BRIAR KNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320048 KATY LEE 1552 BRIARKNOLL DRIVE 1552 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320049 STEVEN M POUCHER JOLENE M POUCHER 1548 BRIARKNOLL DRIVE 1548 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320050 BRIAN R DESCHNEAU MARY T DESCHNEAU 1546 BRIARKNOLL DRIVE 1546 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320051 DOUGLAS N NGUYEN LAN HUONG N NGUYEN 1542 BRIAR KNOLL DRIVE 1542 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320052 ALLAN R HILGERS JODY E HILGERS 1536 BRIARKNOLL DRIVE 1536 BRIARKNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320053 KAONOU THAO 1528 BRIARKNOLL DRIVE 1528 BRIARKNOLL DRIVE NEW BRIGHTON MN 55112-1977 1
223023320054 LORRAINE K HAALAND 1522 BRIARKNOLL DRIVE 1522 BRIARKNOLL DRIVE NEW BRIGHTON MN 55112-1977 1
223023320055 NICHOLAS P WALKER LEANN MARIE WALKER 1518 BRIARKNOLL DRIVE 1518 BRIAR KNOLL DRIVE NEW BRIGHTON MN 55112-1977 1
223023320056 GORDON N TORRES DIANE L TORRES 1512 BRIARKNOLL DRIVE 1512 BRIAR KNOLL DRIVE ARDEN HILLS MN 55112-1977 1
223023320065 CHARLES L SAXTON LAURIE J SAXTON 1497 DAWN CIRCLE 1497 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023320066 KAREN A MALONE 1485 DAWN CIRCLE 1485 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023320067 GARY E POMERLEAU CHARLENE M POMERLEAU 1475 DAWN CIRCLE 1475 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023320068 KENT A STENNES BARBARA A STENNES 1469 DAWN CIRCLE 1469 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
. . .
. . .
PRELIMINARY ASSESSMENT ROLL
Residential
Parcel 10 Owner Name 1 Owner Name 2 PA# PrODertv Address Street # Owner Street Address Owner CitvlState/ZiD Residential Enulvalent Unit
223023320069 ANDREW H HASS KATHERINE A HASS 1474 DAWN CIRCLE 2566 ELLIS AVENUE 122 ST PAUL MN 55114-1446 1
223023320070 STEVEN ALAN MIKKELSEN 1478 DAWN CIRCLE 1478 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023320071 STEFAN E PAMBUCCIAN CORINA A PAMBUCCIAN 1486 DAWN CIRCLE 1486 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023320072 JAMES L SMITH DEBORAH M SMITH 1496 DAWN CIRCLE 1496 DAWN CIRCLE ARDEN HILLS MN 55112-1979 1
223023330001 ROBERT G HANSEN TRUSTEE R G HANSEN FAMILY TRUST 1465 FLORAL DRIVE 1465 FLORAL DRIVE ST PAUL MN 55112-1914 2
223023330005 BRIAN T SUNESON PAMELA C SUNESON 1501 ROYAL LANE 1501 ROYAL LANE NEW BRIGHTON MN 55112-3910 1
223023330006 STEVEN E PETERSON JUDY A SONDAG 1491 ROYAL LANE 1491 ROYAL LANE ARDEN HILLS MN 55112-1983 1
223023330007 MATTHEW P NEARY STACY A NEARY 1483 ROYAL LANE 1483 ROYAL LANE NEW BRIGHTON MN 55112-1983 1
223023330008 JOHN P VANVALKENBURG TAMARA J GERTEN 1475 ROYAL LANE 1475 ROYAL LANE ARDEN HILLS MN 55112-1983 1
223023330009 STEVEN A RHUDE SARAH M RHUDE 1467 ROYAL LANE 1467 ROYAL LANE ARDEN HILLS MN 55112-1983 1
223023330019 A H ZIAI MEHR MURIEL OLSON ZIAI MEHR 1498 ROYAL LANE 1498 ROYAL LANE ST PAUL MN 55112-1982 1
223023340052 CITY OF ARDEN HILLS 0 FLORAL DRIVE 1245 HWY 96 W ARDEN HILLS MN 55112-5400 5
283023310015 PAUL W FARLEY JAN A BERGMAN 3790 BRIGHTON WAY 3790 BRIGHTON WAY ST PAUL MN 55112-3223 1
283023310016 KATHLEEN J SMITH JEFFREY S SMITH 3786 BRIGHTON WAY 3786 BRIGHTON WAY NEW BRIGHTON MN 55112-3223 1
283023310017 JEROME J ELFERT ELIZABETH ELFERT 3782 BRIGHTON WAY 3782 BRIGHTON WAY ST PAUL MN 55112-3223 1
283023310018 JASON D SCHMIDT HEATHER L SCHMIDT 3778 BRIGHTON WAY 3778 BRIGHTON WAY ARDEN HILLS MN 55112-3223 1
283023310019 THOMAS A SAVARD LYNDA S SAVARD 3774 BRIGHTON WAY 3774 BRIGHTON WAY NEW BRIGHTON MN 55112-3223 1
283023310020 DAVID L FLEMING PAULETTE A FLEMING 3770 BRIGHTON WAY N 3770 BRIGHTON WAY N ST PAUL MN 55112-3223 1
283023310021 EDWARD M PIOTROWSKI BARBARA J PIOTROWSKI 3766 BRIGHTON WAY N 3766 BRIGHTON WAY N ST PAUL MN 55112-3223 1
283023310022 SECURIAN TRUST COMPANY N A 3762 BRIGHTON WAY 400 ROBERT STREET N ST PAUL MN 55101-2098 1
283023310023 LADONNA H FERRIAN 3758 BRIGHTON WAY 3758 BRIGHTON WAY ARDEN HILLS MN 55112-3223 1
283023310024 ROGER BUOEN CYNTHIA BUOEN 3754 BRIGHTON WAY 3754 BRIGHTON WAY ST PAUL MN 55112-3223 1
283023310025 PAUL C VAHLE 3750 BRIGHTON WAY 3750 BRIGHTON WAY NEW BRIGHTON MN 55112-3223 1
283023310026 JEFFREY L VANDER STEEN ANTONIA J VANDERSTEEN 3744 BRIGHTON WAY S 3744 BRIGHTON WAY S NEW BRIGHTON MN 55112-3223 1
283023310027 KEVIN M PATTY MARY E MCDOWALL 3742 BRIGHTON WAY S 3742 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
283023310029 LESLIE T NYBERG DIANE M NYBERG 3740 BRIGHTON WAY S 3740 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
283023310030 HOWARD J MYERS JR 3736 BRIGHTON WAY S 3736 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
283023310031 MARK T MEYER STACEY L MEYER 3732 BRIGHTON WAY S 3732 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
283023310032 ISAAC L1U REBECCA L1U 3728 BRIGHTON WAY S 3728 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
283023310033 JENS BREI LAND 3724 BRIGHTON WAY S 3724 BRIGHTON WAY S ARDEN HILLS MN 55112-3223 1
333023320022 DANIEL R SWENSEN SUSAN L SWENSEN 3331 KATIE LANE 3331 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320023 JOHN S BENSON NANCY J YORKEN 3329 KATIE LANE 3329 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320024 MICHAEL L HAUPT VICKI L HAUPT 3327 KATIE LI~NE 3327 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320025 THOMAS A DUCHENES TERRI G DUCHENES 3325 KATIE LANE 3325 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320026 K PAUL DOTRAY TRUSTEE HELEN A DOTRA Y TRUSTEE 3323 KATIE LANE 3323 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320027 THOMAS E DOMINI ROXANNE L DOMINI 3321 KATIE LANE 3321 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320028 MARK G CATLIN CAROLYN R EMORY 3319 KATIE LANE 3319 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320029 DANIEL M CHRISTENSEN 3314 KATIE LANE 3314 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320030 DANIEL M CHRISTENSEN JANICE L CHRISTENSEN 3314 KATIE LANE 3314 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320031 KIM S GRUETZMACHER CYNTHIA LEE GRUETZMACHER 3312 KATIE LANE 3312 KATIE LANE NEW BRIGHTON MN 55112-7956 1
333023320032 CURTIS J KOEHN MELINDA M KOEHN 3334 KATIE LANE 3334 KATIE LANE ARDEN HILLS MN 55112-7957 1
333023320033 JOHN M KNUTSON ELIZABETH KNUTSON 3332 KATIE LANE 3332 KATIE LANE ST PAUL MN 55112-7957 1
333023320034 WENDY MARIE MCDONALD 3330 KATIE LANE 3330 KATIE LANE NEW BRIGHTON MN 55112-7957 1
333023320035 RICHARD D SWENSEN GRACE H SWENSEN 3328 KATIE LANE 3328 KATIE LANE ARDEN HILLS MN 55112-7957 1
333023320036 STEVEN M JORGENSON JANEEN E JORGENSON 3326 KATIE LANE 3326 KATIE LANE ST PAUL MN 55112-7957 1
333023320037 MARK S KROLL DELORES S KROLL 3324 KATIE LI~NE 3324 KATIE LANE ST PAUL MN 55112-7957 1
333023320038 RICHARD H PETERSON SHARON K PETERSON 3322 KATIE LANE 3322 KATIE LANE ARDEN HILLS MN 55112-7957 1
333023320042 JEFFREY 0 KRUGER CYNTHIA M KRUGER 3310 KATIE LANE 3310 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320043 LEONARD L LASKOW SALLY LASKOW 3308 KATIE LANE 3308 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320044 JOHN P BORCHARDT KAREN R BORCHARDT 3304 KATIE LilNE 3304 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320045 DENNIS E CLARIDGE ANN M CLARIDGE 3300 KATIE LANE 3300 KATIE LANE ARDEN HILLS MN 55112-7956 1
333023320046 RICHARD D CRIST MARY L CRIST 3294 KATIE LANE 3294 KATIE LANE NEW BRIGHTON MN 55112- 1
333023320047 ROBERT P LAWSON BARBARA L SPORLEIN 3307 KATIE LANE 3307 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320048 JERRY L CALHOUN DEBORA L CALHOUN 3305 KATIE LANE 3305 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320051 KIM L TRAMM GRACE E TRAMM 3289 KATIE COURT 3289 KATIE COURT ARDEN HILLS MN 55112-7959 1
PRELIMINARY ASSESSMENT ROLL
Residential
Parcel 10 Owner Name 1 Owner Name 2 PA# ProDertv Address Street # Owner Street Address Owner CitvlState/ZID Residential Eauivalent Unit
333023320052 MARY K WILKIN 3285 KATIE COURT 3285 KATIE COURT ARDEN HILLS MN 55112-7959 1
333023320053 WILLIAM J OBRIEN SHARON K OBRIEN 3281 KATIE COURT 3281 KATIE COURT ARDEN HILLS MN 55112-7959 1
333023320054 R ANTHONY EVANS LORI M BEVANS 3280 KATIE COURT 3280 KATIE COURT ARDEN HILLS MN 55112-7928 1
333023320055 TIMOTHY I MELLEM JULlANN H MELLEM 3286 KATIE COURT 3286 KATIE COURT ARDEN HILLS MN 55112-7928 1
333023320056 ANTHONY ONGARO SANDRA ONGARO 3290 KATIE COURT 2708 JOHNSON STREET NE MINNEAPOLIS MN 55418-3000 1
333023320057 JEFFREY E HERMES JAN L HERMES 3296 KATIE COURT 3296 KATIE COURT ARDEN HILLS MN 55112-7928 1
333023320060 KHANH-LlNH T TRAN TRUSTEE 3295 KATIE COURT 3295 KATIE COURT NEW BRIGHTON MN 55112-7959 1
333023320061 LAWRENCE E OSBORNE DORIS E OSBORNE 3333 KATIE LANE 3333 KATIE LANE ARDEN HILLS MN 55112-7958 1
333023320062 LAWRENCE E OSBORNE DORIS E OSBORNE 3333 KATIE LANE 3333 KATIE LANE ARDEN HILLS MN 55112-7958 1
343023310029 TODD W MUELLER MICHELE M MUELLER 1429 LAMETTI LANE 1429 LAMETTI LANE ARDEN HILLS MN 55112-3676 1
343023310030 THOMAS A MAHOWALD MARY J MAHOWALD 1441 LAMETTI LANE 1441 LAMETTI LANE ARDEN HILLS MN 55112-3676 1
343023310031 MICHAEL J RHEIN ELLYN M RHEIN 1451 LAMETTI LANE 1451 LAMETTI LANE ARDEN HILLS MN 55112-3676 1
343023310034 MICHAEL J STEFANSON MARGARET M STEFANSON 1430 LAMETTI LANE 1430 LAMETTI LANE NEW BRIGHTON MN 55112-3686 1
343023310035 THEODORE R HOXMEIER THERESA J HOXMEIER 3320 LAMETTI CIRCLE 3320 LAMETTI CIRCLE ARDEN HILLS MN 55112-3659 1
343023310036 JAMES A FABER JOYCE Y MIYAMOTO 3312 LAMETTI CIRCLE 3312 LAMETTI CIRCLE ARDEN HILLS MN 55112-3659 1
343023310037 GERALD W CHRISTENSON PEARL D CHRISTENSON 3311 LAMETTI CIRCLE 3311 LAMETTI CIRCLE ARDEN HILLS MN 55112-3659 1
343023310038 JAMES H BARNES III BARBARA A BARNES 3331 LAMETTI CIRCLE 3331 LAMETTI CIRCLE ARDEN HILLS MN 55112-3659 1
343023310039 LYNN R SWANSON JOHN A SWANSON 1468 LAMETTI LANE 1468 LAMETTI LANE ARDEN HILLS MN 55112-3679 1
343023320011 HOANG C TRAN NGOC QUY THI NGUYEN 1478 LAMETTI LANE 1478 LAMETTI LANE ARDEN HILLS MN 55112-3679 1
343023320012 MARK A MORET PAMELA J MORET 1484 LAMETTI LANE 1484 LAMETTI LANE ARDEN HILLS MN 55112-3679 1
343023320013 ELMER L ANDERSEN ELEANOR J ANDERSEN 0 LAMETTI LANE (LAKESH 1483 BUSSARD COURT ST PAUL MN 55112-3628 1
343023320016 GLADWIN DAS KAMALlNI DAS 1471 LAMETTI LANE 1471 LAMETTI LANE ST PAUL MN 55112-3676 1
TOTAL UNITS 137
CommercIal
Parcel 10 Owner Name 1 Owner Name 2 PA# PrODertv Address Street # Owner Street Address Owner Citv/State/ZID Commercial Eaulvalent Unit
273023430001 FLAHERTYS ARDEN BOWL INC 1273 COUNTY ROAD E W 1273 COUNTY ROAD E W ARDEN HILLS MN 55112-3708 1
273023430005 RICHARD H ROUTHE 1261 COUNTY ROAD E W 1261 COUNTY ROAD E W ARDEN HILLS MN 55112-3738 1
273023430006 WATERS EDGE ENTERPRISES 3628 CONNELLY AVENUE 6179 PARTRIDGE COURT WHITE BEAR LAKE MN 55110-1061 1
273023430007 DENNIS J PIETRINI 1253 CONNELLY AVENUE 1253 CONNELLY AVENUE ARDEN HILLS MN 55112-6937 1
273023430008 GOLDIE K SIEDOW 3776 CONNELLY AVENUE 3873 114TH LANE NE MINNEAPOLIS MN 55449-7031 1
273023430009 FLAHERTYS ARDEN BOWL INC 1273 COUNTY ROAD E W 1273 COUNTY ROAD E W ARDEN HILLS MN 55112-3708 1
273023430010 FLAHERTYS ARDEN BOWL 1273 COUNTY ROAD E W 1273 COUNTY ROAD E W ARDEN HILLS MN 55112-3708 1
273023430011 MCDONALDS CORP CIO AMF OHARE 1313 COUNTY ROAD E W PO BOX 66207 CHICAGO IL 60666-0207 1
TOTAL UNITS 8
. . .
2007 PMP
ENGINEER'S ESTIMATE
January 3, 2007
~-'-"~~~.. .._...n__.__._.____.~_---. ..-.---- . -------.--- ..... - "2007-- ...- .-.-----..~-----. .....--..-~~--~~. ----."..--~-.."....-..-.--.----.-. .-.--.-----.......... .-.- ----.....
-------.---------- ...--- ....- "------.--.- ..--...-.-..--- ..----.------- ----- --------.. -.....-..-------..-. "--.-......-.---.- -- ...---.... -.......---
PMP
f-.-..--...------.---- -------- ..._...__. ......__ .__. __________ ____.. _ _____...___. ......___ ____.____
f------------- ITE~ [)~SCRIPTIO!!.....______ ____ UNIT ESTIMATED UniIPrice___..!o_lal .. Bria~l1_o!I..Circle Briarknoll Drive I Dawn Circle East ___Ro"yaILa~e _______\lY~~~r'!!!..al!1__..~~!1~ Sewer _
~_______ _ _ _ ____ "_ . ____ QUANTITY __~TA!:__ ....9..LJ....r-.l!I!X_.. TOTAL QUAf\!!IT~_ TOTAL ... Ql!~r-JT!:!:Y !OT....!:~ ~!'-!'J_T..!IY_ ____ TOTAL QUANTITY TOTAL
~~IUZATION... _____I,UMP_~!_'r.II 1 $ 1,000()0 ~_ ..__J-,-()()OOO 009!__ t___9_091 ___009..1__$ 90,91 0.091 .._,$. 90,91 0_091 $_ 90,91 $ _ $_
~.~ARING_____ TREf:....____~- 400,00 $ $ $ __ $ ..:__ ___ __ ____ $ _.' _ _____ $ _ $ ___
GRUBBING TREE $ 300.00 $ $ $ $ _ $ _ $ _ $__
~~Mg~~gg~g~~i~~~E~E~~~Hg~~~~=-~~-- t:~:~r 1~~~-=~~-- "1gtl:-::::A~~~~~ 96~~_-__1-----45600 __~~800__ : 1:178,00_ ----as:oO-...~ ._4..!_8~~_ =)2..00...' .:_-_~-:~ -~-:-~-~-=-=:......l_- _ ~ ===
~T&REMOVE_BITUMINOUSFOH~.t"""_CU_'3~_~QUTTER L)f',l,FT, 911 _.1........... ._....2,~<J... $ _2,??7,50 _______._.$ $$._____~ _... _L___...::___ $ - $....._
li~~'il~;;~:~&~-~t;;~.! 'ill lm~l~JZ== i~I~-l- -, - ! ~ -t :.~ml~~~-l~~-=~
CUT & REM BITUMINOUS STREET PVMT, (RANDOM) SQ. YD. 863 $ 11_00 $ 9,493,00 $ , $ I $ _ $ _ $ _ $_
~~~]~l$f~~d~~~~l~~Eg 6~V~~~~NT- - S~~~= =~5:~3~ _ -~ 35~:~~l-~~~~!~~0_~~30200 _1 _6,9066~- ~~_~~~89-00 - : 1..!..c9670~' ~ ~ 3472..00 r~0:~16:_Q()_::~:_-~__-.:~: -- .~-~-= I~=~-- r '~.~_:E=--
SAWCUTBITUMINOUS UN_FT, 562 $ 3.00 $ 1,686,00 60_00 $ 180,00 62.00 $ 186.00 $ - 120.00 $ 360,00 . ~ .. __.._.m__ $ _ ...._:_
i~~~g~~~~~~E~jST~~~(F_O~R~CO~~~)~___ ~~t~€~: 253 -!-~'~~~=_ti'lt] --1~1-38JO_:~~~0_. J.._~Y50 ---3~O ....~t--=~=~~~ =_ lu-__.~ "-==-=~:i- ~ ------------ ~ ~------m--t-~-
EXCAVATION FOR ROAD REPAIRS eli, YD. 204 $ 18.00 $ 3,672.00 $ $ $ _ $ __ $ _ $_
SUBGRADE EXCt\VAi'iPN ... - =~-=:-=~-~~_ -=~[r YD. 380 $_=15:00':..L_ 5,70000 60:00_ )_..J'lo..QJ!..O 80.00 j _..J29000 40,OO:C:_~~Oo..,00_8000:_-:::::1........_1_,20000 $ _--$ _
SELECT GRANULAR BORROW (LV) c[FY'b_ 413 $ 10.00 $ 4,130.00 78,00 $ 780.00 104,00 $ 1,040.00 52,00 $ 520,00 104,00 $ 1,040.00 $ _ $_
~~~E:A~~,~_~E:ER W(Pi.,C;K UP-~RO:OM_---_~== -==;~R~~____,__~;~__ _f - -l~t~~ +-=-_~:~~~~~ ---.. 300:" ::_"-"]7500 ~9..0__.: - --375.00 1~000;- - -~-:--~~~'~~ 3~00~-~-=~~~~;___.. __ -r-- _ ~___ __ m _~_______~_
AGG!3...EGAT~C3RADING & CQMEACTIQN__ Sl:...'\,__ ____~__ _:$ 100,09 _$ 4,1o..OOQ 5.00 __:$ 500.00 11.00 $__ 1,10000.. 3.00 $ 300.00 10.00 $ ..1,.<J9..o..,Qo.._ $ _ ..., ___ . _~__ ._.....:..
BiTUMINOUS PATCHING MIXTURE TON 199 $ 80_00 $ ..1.5~~?0.00 $ $ _____ 6,00 $ 480.00 8.00 $ __.m~4(),.<J..Q$.n_:._.. __..._ $_________:_.
~HB~:_~g~~li~~~i ~:tt:~gl'~~~1~:8~~ ~g~tK - _-:_~~4..:l[::= =~~=- ~~~ '.~. 3(),:2i~c~0 ---- ~ ~ -~ --l-~-- ~ ------~-~ ---_t:_-:_-~~~==~=-~~t__-~=~,-
CLEAN REPAIRED JOINTS UN. FT, $ 5,00 $ $ $ $... $ _ $ _ $_
BftUMINOUS CONTROL JOINT ---,----- UN_ FT,- - 3250- --i-------:u-5 $- 5,687,-50 400.00 $ - 700.00 800,00' -$ 1,40000 250.00$ - - 437.50- 800,00 $ 1,400,00 ----l....:....._---::-- ---- f-~~--~----
~_'-.-...------.--.m- ---_...___ _.__...._______.____ __.__......m.________..._.__.._ ._... ......__ou.....__n. _n _.... .._____._u__ __
.D!-~LV\I\IE..~~030B WEA~_I_r-.l(3 fOURSE MIX, __ TON 3707 _ $ 44.00 $ 163,108,00 224.00 L!l..,85600 _~9000 $ 17,1!i0..,00 15700..._.. $ 6,90800 338,00 L1~.8_72..00 $ _ $_
TYPE MVWE35030B WEARING COURSE MIX. TON 470 $ 45,00 $ 21,150.00 $ $ $ _ $ _ $ _ $_
TYPELVNW35030~:~_Q!iFi.iY'~_I5~I-N..G COURSE-MIX, -::: TON - 2318 $ 45:0.9 $ 104,310.001()o,oo _:t!3,~0000 520.00 $ 23,4()OOp- ---21000.._: J... 9,450~QQ.. =illJiQ::=:-_- ~J20~295,Og _________ T-__ __=- r------:-~::-::::- -:C_... ... -=
TYPE MVNW35035B NON-WEARING COURSE MIX, TON $ 45,00 $ $ $ $ _ $ _ $ _ $_
TYPE LV4 WEARING COU'RSE-MI)C(B) 3" (DW)')- '-SQ~ro ----~-$- 28.00 --$-1,792-00 8j)0$ -224-,-00 ---- $__..... 8,00 $ 224.00 8.00 -- $-:__~2:49Q::_________ . __ $ _~:--: :===-=:--__ _$:_ _~-:~::..-~
~?~~~1~~~E~~~~~~' "'~ i~ ::::""m !u~l!} ;''''00 ""'-tl- "".~~ f -"." , '~"-i _ "'_00 . '''.00 i-=~-~~ i- uC::- ~~ i~~
if~~~tr~~;i~: ::-..~~~.. L5~~':~tiL~ 1 '~~ Eool~~oo~ ~t .~"-~00!~oo2~E--~ ~.~. .T-~~:~~uf- .-:::
~it~~'I~;:::~~~1~lt .. ~... r~~ l~~i~~~m F:~~~~~utf-/:~ ~~~!~~~_ ~oo ! -;~:~~-- ! . -r ___u~ (-:=1
~'~~H~~Rgo~~~~iTt~~ff~~~1'y~~~~ 54 SXWL=-s~=--l2 ~ -..---~-~~{~{ -- -g;~:~~ 6.00 -1 - ~~O~OO I - -~ -----..::=~~~~O~-: -:-- -~.. 27~:~0- -Ei""O-O ~ 270~00 ~ ~ ~ ~
fE~gERl~5~df:lii.~_~Tiri~"=~:=.Hi h=i;:.. m~~-= r--c-:........ ...ln~ ==t-[-~:-"=~~~1=-~::~-~~~r4~:~=i=~t-=
CONCRETE C. & G, MOI:l!~I_~P~DE~II'!EATOR (RAN.9..9!111)_ ~~ifiJt 924 $ 15.00 $ '. 13,l!~~0() 96,00 ~__1,44o..90 ~4B,00__t $ },72099 880Q__$ 1,~~~!l!l__ 57:0()__ L_ 855.00 $ ____un: $-
gg~g~~i~_g~~~~_~QJr~~J~~:g~ ~~~t!~L:=_ J(~: ~i: : _::3~:~~1_:__--- - ~ - . f~_:_~==~:~_-----_ t -:: __ ===______ ~ ~ -~--~- ~ ~
CONCRETE VALLEY GUTTER UN. FT, 63 $ 15,00 $ 945,00 $ $ $ _ $ _ $ _ $_
TRAFFIC CONT~..9~..._~__' --,----- -- .--=~ _-______ _ LliM!,:~~ .. - 1 $ 5,00.._0,00..) ~___~,545:4-S- --0:091-- $ ---45415~ 0.091 $ _-=-~~?.~ - 0~09}--=-_ :::$-:~= 45~,I5:, ~~_J"-,-Q..~f :--:: . j---454.55 $----------- . - ::-_~'--- $ _
~~~~~~;~~~~~~~~~'3:.'~ci:I~II~ ~;~LXJ'W= ~j:~~'h 1800 :__--..:3~:~~ ~=_=~~!l,OO ~ ~ --=_~-:- ___- _-~_ -l-:~-_-__~----:===:_l ~ ~ ~---------~- ~ ~
~!I..'!'EMENT M~~I<!~GS 4" SOLID LINE \!YI:!I.TE::... UN, FT. $___....Q,~~_ ~ _____ __L_ :$ . ______:>_ .____=-___ $ _ $ _ $...
~~!MENTMA~.KJNGS4"BRO.KEN..b!'iEXELLOW UN,FT_ $_____.....<l..o~~~_____ ___~_____:$_____ $_----=- _ $ __ $ _ $...
EPOXYPAVEMENTMARKINGS4"BROKENLlNEWHITE UN,FT_ $ 0,35 $ $ $ $ _ $ __ $ __ $_
~f~i~!~,~g2~'D:":~~=~~ - -i- .'~~r-~ =_~: r~~m,~ig;- !~;::I-. i:2 f-~1~ ~~~~~ =m~ r~~=~-l-_~~
R'MOVEAND RmAC'GA"VALVC LS. $ '.'0000 $ $ 1, $ - $ - "_ ~o""__ $ ___:_
~l~l~U:~~~i!~t~~~; .~~~~-==_ f!iil !.....~~.. m fmI1==-=~- ~- ___ ~r =-~"'~~+=~l~~::~~ r- --- ~~~L!~
- - - _... ...-..~.-.____ ....__. ._ '-'~~'~..~--.'''' ..u,_ __.___._____....._..__~'"'~~~,.,____ . .._n___......_.._. ._........,_:.~~l~-_.-_..~...! _ ___ ___ _ ...___........ .~~~..-,.._-.~...."..__..,~_~-=,,~.--_u_ __'_""..___.'- ~=~_"'_
""~"0<I'Q''''9TAL - --=q ~...1>"""!JH'- m -~'i'''''' -=-E-",,,"1---- $ "'"'t $ "...,." $ ',000" $ ""0"
~J~~~I~g~~f_'L:~:_-:________~--==_- -_--- _~ _ _ -- ~-~:---=m__j===----:jj-- 5~N~t}} _.- =--_-~= ~~ 4;:~:;~ --- "--~}~:~:~~ ' --- -~ 2N~~_~~- __~_--,,- -~ ~b~i1~~~i.. ---- _---L-?J~~::~~~,_.. __:--- -~ _ !l'~~~:~~J
~, ---.---...~~~~,~~-- - - ___~ -- . _.....1 ... __~__~__. uu -.' .,-~~--, ..._"_~-...--. ,_~~~ .___~~ _ ..~_. _...----,-.J~~~,..._~~-. __ _._._.__._____ __u __ _ _ ._
2 OF 2
2007 PMP
ENGINEER'S ESTIMATE
January 3, 2007
..".. no_ .-.~----=-=-:----:-----====--..- .. .. . ._ . "..,....,.".,.....,.... ---=---=-----.---- _.-=------=-.::-.--=---==:~= --===:_...,:.-:-:_.._ '- ===-_ . 0" ::--="----=-~.....,..-:-..,...~=-== '::. 0.'""''- =--.:".:_~_'::-'----"-=._-=== .c..:..:.,:..:....:....:..._===="'"""".. ___....:.---"-'--=~:_ _ . . _ ___._ _. ..."-------"-'="._-...,....-.."..,....,...---:--:--:':".=-_.~..,=O....__~_:__'_____'_'_=______,_,,_,_,_,_
2007
----~---_..._-- ....-...-.- "-.--- .-..--..- ----- .-..--..--..-.... -----.---..... ..-- ..----.----------.- .........---.-....--------.---------.-. -----.--. -...-------
PMP
------ ---_:- IT~M D~.:"CRIPTIO~ -==-- uNiT- ESTI-MAT!'P_ ~~~~ice Total Katie Lane - ---KatieCo~rt--~~__ I -:_ Lametti_ !-,ane Lametli Circle _ _ Brighto~ ~~y-- ---C<i.n~ell~ Avenlle Karth lake-Circle --
- ... __". QUANTITY TO_TAL _..9..U_J'.!:'l:fITY TQ}AL. QUAN1.:ITY TOTAL ---.9.UANTITY TOTAL9UANTI1.:.Y___!Q1.:~_g~ANI!!'!'__ _..lQIAL _ QUANTITY ___:I:OTA!o____
MOBlhIZATIQ~___________ -- Llj~P-SUM 1 $1,000,00 $ .... _1,00000 --0,09.! $_ 90:91 0,0_9.1___ T-::__\l091__0091 $ 90.91 __ 0_091 $ 90.91~!___ Ji 90.91 __ _ Q,091 ....t.___90,9!.. 0.091 J_~!_
CLEARING TRE-E $ 400,00 $ $ $ $ $ __ $ $ .~ __
GRUBI!LN.G:_==-::::::-_-====== TREE __ $ _::~OO,OO $ _ __ $ _$-------- _=-=: $ ___ __ $- $ _ . $ _ _ $_ __
REMO'{~ (:;()!'lCRETE <::~.RB & G~I.~!3_ U"CFT_~O.?___ $ __._~,75 $ . 5,728.50 50<:>'9_ $ 237,5Q $ 95.00 $ 451.25 39,00 $ 185,25 90.00$ 427.50 277.00 $__....!.2!~J~_ __~~ $ 76475
REMOY-E_C()NCRETE'yA!ohEY G~l~R_ UN-Ft ~3_____ $__ __~200 $ 756.00 30:9.9... $ 360.00 $ ______ ___ _____ L _ $ __ $__ 33,00 $ 396,9_0. $
CUT & REMOV~ BITUMINOLJ~fOR NE~_'<lJ.RB &~_UTTER ~IN Fr 9_1_1___ $ ____.._2.50 $ 2,277.50 70.0.9_._ $ 175,00 $ 107.00 $ 267.50 47,00 $ 117,50 102.00 .$_ 255.00 j 400,00 $ 1,000,00. __ 185.00__ $ 462.50
REMOV~STO~M SEWE13 !,I~'E (ALL SIZESi\ND TYPES) _uNiT _ ... ~_____1 0,00 $ _____ L $__ ___ $ ~ $ __ __ _!_____ $
REMOVE_~ONCRETEWALK SQ,FT. 120 $ 1_20 $- 144.00 $ $ $ $ $ 120.00 $__ 144,0(j $
REMOVE CONCRETE DRWV_ OR RADPV~ s(;Cy6:--~ij -- ~- 5,00 ~---190:00 500 $-25:00 $ 5.00 $ 25,00 $ $ 28.00 _.!.__----.!iQ,0,Q $
REMOVE BITUMINOUS DRiVEWAY PAIiEM~ SQ. Y5:- ----- ~- 2.50 - ~. ~- . $ $ $' $ $____._ $ _ .__
CUT&REM-SITUMINOUSSTREET PVMT_(RANDOM) SQ-VO-- -----a63--. $11,00 $ --9,49300 240.00 $-2;640-00 $' 10.00 $ 110.00 $--- $ _. 200.00$---2,200~Og 413_00 $ _ 4,543,_00
REMOVE-BifUMINOUS-STRE-ET PAVEMEN~ .. SO:-YD ---~739 ~-- 3,00--~47,21700 $-- ------ -- $ $ $-- _ 5976.00 $ _1],928,00 __$---_____ _ _ _ $
REMOVE]IRUCTURE iMI{ -CB, OR FES)--- . -- -EACH -- -. $ 350,00' r-'- $-" ------ --$ $ $'-. $ --$~~__ ________ $
SAWCUT BITUMINOUS -_:--- ---. - UN:Ff 562 ~- 3,00 . r--1,686 00 . $---- $- $ $' 120,00 $ 360,00 200.00 .~ _._~9000 __ ___ __ $
~~~~~~~OHNg~~~SECASTINGIF()R_REC~S1:[~-~~~;~: ~3- ~':~J~,~_~_:t 1.1S~~O __3.9.-00 __ufO: 135.00 _ _t- -----~-, -'![Qo.~-:-1::__5=~~~ ~____ _-=_::= ~~::===~-__~~~~~_ :__ 585.00 3o.00_L 1~~~~__
CqMMON EXCA\f.,A.!:IQI'L___________ __ CU YD,_ ~_______~Q9 $=------- ___ _l ___~$ - -1 _______ _~______ ____ $ _____ ____ $_______ .. _______ $L______
EXCAVATION FOR ROAD REPAIRS CU. YD. 204 $ 18.00 $' 3,67200 -30.00 $ 540_00 $ - I 400 _ $ 72,00. $ _.. $ ___ _ 30,00 ~__~'IO,OO 140_00 _t__2_,520,-0(j
~~~K~;;I~t~'g~RO~{(~-- --------==. g~ ~g --:_~~----_L~~~l~:g~_-I: ;:;~~~_g-- _r-_ _ --::- ~ ~~ : 1-- --:--: :-: I=-_:. -~_~-==~~-~_~_ L:=- -~:-----__ 120=~_:=_ : -=-_1,8000~ ~-:-:::____ ~ _... 75.00 _~_____~QQ
STREET SWEEPER WI PICK UP BROOM -HR 49 $ 125.00 $ 6,125_00 6.00 $ 750.00 300 $ 37500 400 $ 500,00 4,00 $ 500.00 6.00 $ 750.00 6,00 $ 750,00 6.00 $ 750.00
~~~~~~~i{~RA~ING&CO~~~CTION-------- =---r~r.3if ~ --1~~:~g ~-:~%~,g~-~- ------:: ~ -=-: -SOO r-----8400--- -- ~ .. ---- _:::~g:gg -- _~:_-J:~~g:gg4000 ~---- -rs~'00 ___16~:~_~_ r:=2,240=0
BITUM-INOUSPATCHING-r,MxTURE--- ---- --TcfN 1!i9 $ ij-O:oo $ -15:92000 80,00 $ 6,400,00 -6-00- $ --48000 1500 $- 1,200,00 4.00 $~~ob ---8,00 $640,00 60_00 -$ 4,8(J000 -12,00 $ _!l60,()g
BITUMINOUSSTREETMILLING (2" DEPTi-D(s'f-- SCCYD, 20140 -- $fso $ -30~210.00 5553,00 --$ 8,32956 -----:ul9S0-0-. $_ 2,84i-so 3350.00 $- -5,025,00 1466.-0-0-- $' 2,19900 -- - $__ ____ : -- 3616.00 $ . 5,<12<1-00 __~69.:QQ $ 6,_~~09_0_
~~:Et~~~~'~i~~~~j~:~ (2,5''Q:~~~=-_:::-_ t~:~l 3250. -:;;ij=-i ~-5~~~;~~ -==----- U :t =--=:--::=-i----::- :---.1 - i-- - -- U l===: :~--~~~;QO i !.!~o,o:L ----_~--- i _
T'YPE LVV\iE35030B WEARING COURSE MIX. TON 3707 $ 44_00-$16-3:10ij~60 722_00 f 31,768:00 246.00$ 10,824.00 436,00 __ $ 19,184,00 - 191_00-- $ ---8,404.00 --"S83j)0- __ _~ 25,652,00__ L-_._ .. 420.00 $ 18,480.00
tyPE MVWE35030B WEARING COURSE-~' TON 470 $"- 45_00 - -$-~J50'-ob------- $ ...--- $ -- ---- $------ $ - .. . $ 470,00 $ 21,150,00 $
TYPE LVNW35'030B NON-WEARING COURSE M~-- TON----.- 2318 $'" - 45.00 -$' 104,310.00 '---$' $ $- $ 777.00 - '-$' - 34,965,00 ---. $___"'" 60.00 -$ 2,700,00
TYPEMVNW3S035BNON-WEARINGCOURSEMOC-----TON----- $u__ - 45.00 $____ $-- $ ---- f ---- $ j---- ----1:-==--_:- :::_-=-____ $
T'i'pf~v4 WEA~iNGCOURS(MIX.(~) 3" iDw'o__ :::8Q, YD . :=_--~_4 $ 28,00 $ 1J92_008.00 $ ....?i400 ........L_ l-:~-oo- $ 2?~,00 ~_. _ 8.00 $ 22~_QO 8.00$ .... 224.00 ____~OQ__ $ 224,0(J
BrrUr..1.~NOUS MATERIAL FOR TACK_ gOAT _00__. _00_ GALLON _..J.~80 $ _ _00 _.~,oo $ 3,96000 285,0.9_ $ 57000 100,00 1...__.100 _00 i 175.00 $ 350.00 80.00 $ 160.00.. 320.00 $ 640,00 190.00 $. 380.00 __~~,.QQ. __ $ 460,00
TYPES!, 12_5 WE:_AR.ING COUI3.~EIVUXJURE (4,~____ _.__TON ____ $___~Q.OO $ L- . 00... _ _~___---=---j $ ~_ $ $ ____ $
MO[)ULA~BLOCKRE1.:AINING WALL___.._ __~qfT, ___ $ 20,00 $ __ _ _!___ $ _____-----=-----!_ __ $ __ $ $ $ __ _l______ _
12" RCP, DESIGN 3006, CLASS 5 UN. FT, $ 45_00 $ $ $' $ _ $ $ $ $
15" RCP, DESIGN 3006 ,-CLASS 5 .------- UN_uFT, -.---- $ 48_00'$'- -- $ $-! ---.---. "$'----------- $ ---$ -- _$__--'_' --- -$
~~~~SJA~~t~6~L~~~-E';-BLY -------:-::=-- ~~~~:- 214 '. ~ -~~g:gg r oo_?';~g:~~ 3'-00- -: 900.00 1.00 J=-_.300.00 i -. 300=:~Jr900.00- -=_ 1.00 : 300,00 4.00 ---_ f 1,~0~cOO 1.00--' r--300-06=:J~g=-~=___ L_ ;~~:gg
~~~~~8:8J~~ig~~~~:~~i~~H:----_ ...._ ~~g~___ J a~ggg_ ~--_~_:-_==- _ --__ Il_ ;------ I ::~-oo:=B~ ~-_=~t ---_ J U__ -==_----- ~oo U _
INSTALL SALVAGED CASTING (FOR RECONST,) EACH $ 350.00 $ $ I $ $ $ _ L _ .. '._ .~._ __.__._.__~~_ ..~...__
ADJUSTCATCHBASIN-FRAMEANDRING--- EACH----- 00---14$ ..-400,00-$----5.,600.00 U $- ~--- 1 3,00 $ 1,200,00 -~ -3,00 $ 1,200,00 2,00 $ 800,00 1_00._, $ 400.00
~giuNSETC~~H~~~I~~MS~~~~~~~ER~;UCTU~E~~g~---52- ~ ~~g:~g ~ -20,80000 6.00- -;2,4000Q_ 2_00f--800~OO I 7,00 : ?-,800,OQ 1.<!Q F:::40000 =-=~.-OO---- : - 2,4QQ]Q:~_:__=~~Qi[-- F_-1,iOOoo. 700___: __},800-00-
R-&RBACKAS-SEMBLYFOR"R~3250-A .----EACH 1 $ 42S,00 $ 425.00 $ $ ------:--1 $===:- _$-==--_ ____=--.-- $ _____:-:-_::::-: $-. '.' . _ - _L=-===_
,,"THICKCONCR-ETESIDEiiiiAli<--u E'-6.FT_ --90 $ --4:00 $ ----"36060 $ $------=-- $ $ -. -, $ _.u_9000 $ _~6000_L__
'" ',"CK CONC"", ~DEWAi" - - so H - ,-,,,.. , _u~_ ~,--- '~~ ~ L-= .- - :::~:::::=-, , _.~. '---
pE"b CURB RA~WWfTRUNC-DOMES (INtL54 S,F, W --- EACH 00 3 $ 650,00 $----1 :9500-0- -- $- $ ----=- ---_ ~__ $ _ ___ $__ ...3.,.00. $ 1,95Q,9ll. 2___
~li~1iifii:[~~-~ :~~-~-:: t}~i i-:-;r/~~j~-= i ~ L -~oo_: 1 ':' ..~= t:_~::'~=_t=ooo ~:::: t ::~',.~ !'''"
CONCRETE CURB & GUTTER. DESIGN B.o24, RANDOM LiN, FT, $ 20,00 $ $ $ _, $ $ $ $ $
g~~~~~i~~~-~~~gl~~E~~E~I~O:_~~~OM)_____~=[:~, ~L __ :_~=4- l____ -~-;_~ ~ __Jl_~~O_,~~ 50~90 -- :-r-- 75QOO -::- __~_~~ f ~~- --:=1 9500 __ : 1 ,4?~:06 ~~- :F:---5~~-QO ~~~_~~ }~~1 ,35000_ ~____:~~~---~: r--- ~61.00 - :f-~~1500
CONCRETECURB&GUTTER,DESIGNSPECIAL UN, FT. $ 30,00 $ $ $ $ .. _$ __ ________._ $___._ $ h_ _ t_
CONCRETE VALLEY GUTTE~--------- - UN, FT,63 $ "--1500 $ 945,00 --30...-00 --- $450 OO~-.- $--::--1--'- -. --------- $ . - $ -- $ 33,00 $ 495,00 $
Ei;lr~!\~E~~~j'~~.~;; i~~1!~! ~ ~~: ~-'.~.. f~ ~" -~-~ !=~ j ~". i -~" O"'F"'C~ oo,~ i ."" ~_,~~;- i ::~ ~OO~F;"
EPOXYPAVEMENTMARKINGS:4"BROKENlINEWHITE-"-- UN.-Fr------- $ --- 0,35 $-'-"-- ----.-- $ - _ $.-----=-' $ ----- $_"__'" - $ $ $
EPOXY PAVEMENT MARKINGS: 24" soLID WHITE' UN_ Ff 136 $ 6,50 $--884~00 ~ - - $-----=- j $ $--- L ---136-l!.0_, _$ 884,00 ________$ _::________
~~~SL~~~L~ST~~~~:61~~EPOXY~::==-___-: -S~~~' _-=-~~-~?:::- ~ 1,00i:~~_ { b~~a'g_g==_-C ~_ - ------:-_i-r_:~~__-n_- t----=~~--..--- ____ ~--_.. --_=J:~_ 2~2og9_1- 2,~~a:gg =:===-- -t:::_::_-
SILT FENCE, HEAVY DUTY UN_ FT_ $ 2,50 $ $ i $ $. __ $__. . _.. __!___ __ ____ Ji______ __._ _L.. .. ".
W,," p,orrenON . ~.~~ CACH -" $ ''''.00 .--.,.,.. '00 '~-"'oo - - j '.00 $ 000.00 '00 $ ~ '''.00 '.00 , '00.00 '.00 ''''''.00 '.00 ''''''.00
SOD, WITH6" TOPSOIL --__:--==:.:_- ----- SQ_ YD-.-------~~ $-__=--Too $4A~b~ob: 3000$__ 2'-0:00 - ===_- $ --.:::~o,oo ~~0,00_ 20.00 --_-}--=~~1iO-,(j0 _ 46,00 _ $----- 322.00 ---.!9_9.:9Q:=: $ 70Q:O~-.. ,,__ 85,00 j _595,~0
~~~g~~~~g=~~~g~~;T:C~AC~;D---=: t:~" ~ ~:~gg:gg ~------- ----1 ---- ~ -~ n . t_--:- ~--------- -----t---------------- -t-- -...------ -~-----
E~El~g:~:;r~~~:f~E:.-fi~~ -=-:::-+~~f~:_.--- i-.:).-:j~~]FJ.~~~ t _ ...._ _ I~=: ~_t~~==_~L-=-~
~~~~~ii~;O'Al. ~~..--:_~~t..~ ~~~l-~~lt~,~~_~ di:}:;:1li --~~~mF - ~~t~t~:~~~!r:~~.b~~~:~8t~1lJ~--~:~~
I OF ~
~
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.... .". i'" '.
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...... '';:''0'',.,
0 ~ ~N HlillS
1Ml1E1Ml(Q)M~[D)UJJIMl
[D)~lJlE~ January 3, 2007 <C!L(Q) ~ IE [D) IMlIE IElJJI ~ (t;
1r (Q) ~ Mayor and City Council
Michelle Wolfe, City Administrator
!F~(Q)1Ml ~ Karen Barton, Community Development Director~rro
~UJJra]lE<ClJ~ TCAAP Offer To Purchase Review
lB\al<l:Ik<gJIl"~lUIll1ldl
In August 2006, the City submitted an Offer to Purchase (OTP) to the Army for the
0 purchase of 585 acres of excess land on the Twin Cities Army Ammunition Plant
(TCAAP) property. The City is awaiting Congressional approval of the OTP, which is
anticipated to occur prior to January 16, 2007.
iD)D$ClUl$$D~1l1l
Mike Comodeca, an attorney with Spencer, Fane, Britt & Browne, out of Kansas
City, Missouri has been hired by the City to represent our interests in this purchase
process. Mike has extensive experience with these types of transactions, having
both represented the military during his tenure in the Army, and in the private
sector after retirement from the Army.
Mike will be here to review the terms of the OTP with the Council and answer any
questions you may have about the document.
0
0 ~ illN HlillS
IMlIE IMl (Q) ~ffi\ INI [D) OJHMl
iD) ffi\ 1r IE ~ January 3, 2007 W (Q) ~IK(~IE~~JI (Q) INI
1r (Q) ~ Mayor and City Council
Michelle Wolfe, City Administrator
[F~(Q)1Ml ~ Karen Barton, Community Development Director ~
S(LJJ[BUIE(c1r~ Preliminary Development Agreement Update
[8\ aJ cc Ik ~ Il"<<JllUlIl'1l [j]
In August 2006, the City submitted an Offer to Purchase (OTP) to the Army for the
0 purchase of 585 acres of excess land on the Twin Cities Army Ammunition Plant
(TCAAP) property. The City is awaiting Congressional approval of the OTP, which is
anticipated to occur prior to January 16, 2007.
ID>n$CClUl$$niOlll'1l
In preparation of the Congressional approval, the City is in the process of
negotiating a preliminary development agreement (PDA) with our master
developer, CRR, LLC.
Mr. Steve Bubul of Kennedy and Graven will be at the work session to update
Council on these negotiations and answer any questions you may have about the
PDA.
0
Mayor: % U~5 W. JHfigllnvay 96
Stan JHIarpsteadl ~HlillS Ardel1l lHIilns, Mfil11i1esot2
CouncfinmemlOers: 55 n ]2
~ 65L63~.5nO
~ David GIrlllHDt ArndlceIOl mlilnn~ CCilLeY CC([])D1lIID~nn www .~i.arden-hms.Hlm.us
Brem.hn lHIonUleR!
Dave M~Cnumg W ((J) IRill( ~E ~ ~ IT ((J) N
Fran lHIoHmcs
5 ~ ([D aD ]p) 0 llIffi 0
R1[([Dnncdl21Y 9 JJ 2lnn Ull21rry :2:29 :2([D([D(fi)
Agenn[}l?al
n, <Cmllll ~iO O]J"d!e]J"
2, Agerrnd!m lIu:em!l Su:mflI/lP'Ire!leIlD~e]J"!l Tome
A. TCAAP Framework Vision Discussion Karen Barton/HKGi, fnc. 5:00
B. Five Year CIP Update Kris Giga 6:30
C. Overview of the City of Arden Hills Greg Hoag/ScluJ1.vn 7:00
Emcrgency Management Plan and .Johnson/Ramsey COUnf}'
~ Procedurcs Emelgency Afanagemelll
"---- Representative
D. Comprehensive Plan Update Karen Barton 8:00
E. TCAAP-Miscellaneous (Verbal Update) Karen Barton 8:]5
3. Cmmrfill CiOmmerrnu:~ mnnd! IR.eiQ11llle!lU:!l
41. Ad!TIi01lllIrrrnmerrnu:
n. Closed! Meeting: TCAAIP' lLllll1lUl Sale (Offer to IP'llIrcihlase) JP'ursuant to MS BD.05 SUBD3.1[3
0
Page I or I
Jackie Freppert
.............h..... .....=.=~. ..h=" ....= ^~~,.
From: Jackie Freppert
Sent: Thursday, January 18, 20072:19 PM
To: 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; ssch roeder@smithmicrotech.com;
timesaver02@aol.com
Subject: Worksession Agenda for 1/22/07 CC Mtg,
3aCk.i.e eft. cf'r.i!.fpelf.t
Office Support Specialist
Phone G51,634,tj130
Fax 651.f3:34. 5137
jackie, freppert@ciarden..hillsmn,us
wwwci,arden-hills,mn. us
1118/2007
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[D) fil\ lr IE ~ January 18, 2007 W(Q)IR~SlESSJIOIR'I 72~
If (Q) ~ Mayor and City Council
Michelle Wolfe, City Administrator ~
1F1R(Q)[j\Ij] ~ Karen Barton, Community Development Director tt
SlUJlE]lE<Clf~ TCAAP Framework Vision Discussion
The City and our master developer, CRR are just beginning the process to refine the
Framework Vision for the redevelopment of the TCAAP property. Hoisington
0 Koegler Group, Inc. (HKGi) has been contracted to facilitate this process on behalf
of the City and CRR.
As a starting point, HKGi would like the opportunity to discuss Council's preferences
in relation to the current Framework Vision and subsequent master plan. HKGi and
CRR will be attending the council work session to gather input from council
regarding the over-arching goals, ideas, and desires of the council for the
redevelopment of the TCAAP property.
0 \ \Metro-inet. us\ardenhills\Planning\Community Development\Council Agenda Items\Ol-22-07 WORKSESSION
TCAAP Framework Vision Discussion Memo to Council.DOC
.
.
t.. ; %
0 ~HJlLLS
MIEMOJRAN][)IUM
][)A TIE: January 22, 2007 AGENDA ll'll'IEl\'ll 2JJ
TO: Mayor and City Council
FRO M: Michelle Wolfe, City Administrator ~"t-)
S lUJBJfJE ell': Work Session Discussion: 2007-2011 Capital Improvement Program (CIP)
Attached is an update from Civil Enginecr Kris Giga.. Council saw several drafts of the proposed
five-year CIP during calendar year 2006. Stan-has made a fe\v adjustments to the PMP projects,
as outlined in Kris' memo. However, the balance of the iivc-year plan is consistent \vith earlier
drafts reviewed by the City Council..
The Council has not fornlally approved a five-year CIP since 2005.. Staff is recommending that
0 we approve a five year CIP, for the years 2007-20 II.. This is an important step to take [or a
number ofreasons. The CIP is a phm, not a budget. As an approved plan, it serves as a guideline
for staff to focus planning efforts for upcoming projects. It is also a critical element for financial
and budget plmming purposes. We need a basis on which to base projections, and an approved
capital program is that foundation.
Capital projects and purchases are always large enough that they will not proceed without
separate action by the City Council.. However, by a approving a five-ycar program, \ve can work
toward these goals, with the flexibility to recommend and adopt changes along thc way. As part
of the annual budget process, the current year of thc CIP will be incorporated into the actual
budget.
One of the staff goals for 2007 is to incorporate the approved CIP into a software program and
create a more complete CIP document. This documcnt will include project descriptions; maps
estimated costs (by category), proposed funding sources, and other information.
If there are no concerns raised by the Council during the Work Session, staff will proceed with
placing the CIP on the regular meeting agenda for Monday, January 29.
\\mclro-ind\:mlenhills\admin\Cily Adminislrator'.Memo\2007\1-22-07 elP l !pdat~,dU\:
0
"
. ~
EN HILLS
MEMORANllUM
DATE: January 18,2007 AGENDA ITEM 2.B
TO: Mayor and City Coullcil
Michelle Wolfe, City Administrator
FROM: Kristine Giga, Civil Engineer ~,/
SUBJECT: Five- Year CIP Update
. BACKGROUND
Staff' has continued to revie\v and revise the City's Capital Improvement Plan (eIP) based upon
previous direction from Council and fut1her financial analysis. Attached is the current CIP
worksheet. Stall is providing an update to Council prior to bringing the CIP forward for
approval, which is scheduled for the January 29, 2007 Council meeting.
DISCUSSION
The following nalTative summarizes the changes made to the elf> since the last discussion with
the Council, which include updates to the proposed Pavement J\lanagement Program (PMf>)
projects. For the benefit of the new Council members, the narratives from the CIP discussions
that OCCUlTed at May, July and August 2006 work sessions have been attached.
2007 Projects
2007 PMP Mill iJnd Overlay:
As discussed at previous Council meetings and in the feasibility report, the 2007 Pl\iIP
was expanded to include the streets proposed for the 2009 PMP. Some of the streets
originally suggested for mill and overlay arc now bcing recommended for seal coats. Spot
utility rcpair has been incorporated into the projects, including items such as gate valve
repair, catch basin/manhole improvements, and sanitary sewer pipe repair. Funding
. source: General Capital Fund, General Fund, Enterprise Funds (Watermain, Surf~lce
Water, Sanitary Sewer), Assessments.
'.\:\ktrtl.ineLus\ardl'nhllls\PR&I'\V\1 ':llglneLTillg'.200T,Wurk _ Scssiulls'.!.22.()7 .!\kllllJ_ ('II'.dtll'
.#
CIP Discussion .
1/18/2007
Page 1
2007 Seal coat:
The seal coat project has been listed as a separate line item in the spreadsheet. These
costs are not asscssed to rcsidents, and for casier tracking, stalT separated the costs from
the PMP costs. Based on the feasibility report findings, two additional neighborhoods
have been add cd to the proposed scal coat project: the Chatham A venue neighborhood,
and the Haniet Avcnue/Pine Trce Drive neighborhood. The cstimated costs for the 2007
PMP arc lowcr than staff originally anticipated, and balance the increase in costs for the
seal coat project. Funding source: Gcneral Capital Fund.
2008 Projects
2008 PMP Rcconstruct:
Thc proposed project for 2008 includcs the neighborhood south of County Road E and
cast of Snelling A venuc. The streets includc: Arden Place, Forcst Lanc, Skiles Lane,
Glenarden Road, Glcnardcn Court, and North Snelling Avcnue. Utility work will be
incorporated into this projcct as needed. With' the continuing incrcase in stornnvater
requircments, it is anticipatcd that the stornnvater costs will be the highest of thc utility
costs. Funding source: Gcneral Capital Fund, General Fund, Enterprise Funds
(Wah:rmain, Surface Water, Sanitary Sewer), Asscssments. .
The City of Arden Hills has received a request fi:om thc City of Roscvillc regarding its
next area for street reconstruction, the Asbury A venuel Ridgewood Road neighborhood
(Rosevillc's "Neighborhood 1 0"). City limits are midblock; some propertics are even
divided by the border. Roseville would like us to consider the option of extending their
projcct up to G1cnhill Road, which would include approximately 300 feet of Asbury
A venue and 400 feet of Ridgewood Road located within Arden Hills. Estimated costs for
these segmcnts are approximately S 115,000, which includcs some funding for storm
sewer improvcments that will be necded. While the estimatcd costs l()f the 1008 PMP
exceed the S 1 million guidelinc, 2007 and 1009 projects are estimated at less than $1
million, creating a balance over three years. Given the close proximity of this
neighborhood to the proposed 2008 PMP, this would be another good candidatc for
combining projects in an effort to reduce construction costs by creating a more lucrative
project for contractors.
2009 Proiects
2009 PMP Rcconstruct:
Since strects previously proposed in 2009 were shifted to 2007, stair has shifted the
previously proposed 2011 project to 2009. Past practice has been to alternate
reconstruction and mill and overlay projects every year. Since staff is not recommending
mill and overlays on streets with no curb and gutter, there arc morc streets to reconstruct
than there are to mill and ovcrlay in the City. Therefore, we are proposing reconstruction .
projects in smaller neighborhoods in thc "off' years to continue raising the City-wide
avcrage PCI. This change may affect the enterprise funds, as mill and overlay projccts
. CIP Discussion
1/] 8/2007
Page l
typically don.t involve major utility \vork. Funding source: General Capital Fund,
General Fund, Enterprise Funds (Watermain, Surface vVateL Sanitary Sewer),
Assessments.
2Q.o2 Seal coat:
Based on changes to the 2007 seal coat project, staff has made some minor revisions to
the proposed 200\) seal coat project. Funding source: General Capital Fund.
2010 Proiects
2010 PMP Reconstruct:
No change has been made to the proposed improvements in 20 10. Funding source:
General Capital Fund. General Fund, Enterprise Funds (Watennain. Surf:lce Water.
Sanitary Sewer), State Aid Funds, Assessments.
2011 P,'oiects
20~1P Reconstruct/i\tlill and Overlav:
. StatT reviewed projects preliminarily identified ((n' 2012-2016 and selected a mill and
overlay project to shift to 2011 in an effort to continue capturing streets belore they
deteriorate to a point of needing reconstruction. The proposed 2011 project involves the
Wyncrest ,md Nursery Hill neighborhoods. Amble Road is the only road ,vit1lin these
neighborhoods that docs not have curb and gutter, therefore, it is proposed as a
reconstruct as a part of this project. Utility repairs would be made as necessary. Funding
source: General Capital Fund, General Fund. Enterprise Funds (\Natermain. Surl~lce
Water. Sanitary Sewer), Assessments.
20 II Seal coat:
Staff has made some minor revisions to the proposed seal coat project for 20 II. Funding
source: General Capital Fund.
CONCLUSION
Staff is requesting comments fi'om Council so that any necessary revisions to the CIP can be
made prior to bringing it forward for I(:mnal Council approval. Staff will be requesting that
Council approve the CIP with the understanding that it is a working docllment, which will he
reviewed and revised as necessary when bringing each project forward.
.
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LEGEND: ~
f 5 Y C I P (2 0 0 7 2 011 ) .~~.\ 2007, MiII&Overlay /V 2010, Reconstruction .'
Drat - ear - ,~>l' 2007, Sealcoat ,/'\/ 2011, Reconstruction \_
/\/ 2008, Reconstruction ~"..."..' 2011, Mill & Overlay ~
/' "t' N
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~ ,/''',,,/' 2009, Sealcoat 0 250 500 750 10,00 Feet
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.
ARDEN HillS CAPITAL IMPROVEMENTS PROGRAM FIVE YEAR SUMMARY 2006-2011
REVISION DATE: January 18, 2007
Project Description funding Source
Talitl PI:ljec.l: Cost Genelaf Capital Special Revenue Genetal fund PublIC- Safe', r.1.,DOT State-Aid UtllIl . Fund!; 15 _ _-:----- Commenl"
Ftmd \ 1/ Park Fund 121 Capllal Furod Coop Agfeemenl Funds 14} StOlm Water Water Sanllary
2006 (Workin9.~i'.PJ~und Balan_"i!J,!,,__1 - 2006 ____. $ 6.213,340 $ 187,882 $ ___ -- $ 302,250 ~ /95.550\ $ 735,528 $ 416,012 __
. 2006 Rldgewocd _f'ic'ghb;orhco,j R~onstruCl:()O ..__. ".____ S '2 05El 279 :hll S 11.000.581 001 $. (200,000 001 S i551 026 001 S (23054800) S 189 364 001 Updated to InClude Change Of\JE!r :::2
H-ec.on5IPJCI1~.t2~!!!:!~.!i.' t:l! 0:1;: :,~..__.___~__ . S .350C'OCC~ S 35.00000, EnnlneennnCostsonlv __...
r ony Schmlrtl f'.::!..~_1!!.~!.E!!::L____.__.. S; 32 .)o:"J 00, $. 1"32.000 00) _ County Pro~1 .. AnllCl~le(1 EarlleSI C'!!lS11uc.tIoll _ 2006 ..."_"__
CSAH 9fi la':"J5(;.?~~~~~~~!t~_____._ S. 1120 -l-Oi .f:'"! S 11]0407 ..J7) $ ____~_. Total nt"olF!(.tGOsls annrO)(lmal~~..Q..Q~j re......a1fld9f ;laid b~' Rarn'$P.,;.~~.un!"v
___~~!1 Sewel 1&1 Ml1lQahon '.:Vorlor. I~ rorces~ S ;25 VO'J QQ\ _ .1... 25000001 Need Innlll horn O&M on ~~lIol,~t1U(t aOOv~...!~.I.!!l;I~!:l~:~<!_I~~~~_ ~ ....___ _...._._.
_~~~~~::~:I:n~::~~~::..~~dl'atN)I1-~O'aIHIIISal)aFJOfal : ;;;:~~~; 3 16r.{I{)OO.1 $ 112.00000 ...- __.~--_.=- _.._~:~~~====~~==_~~=----:--=
Vc115hIlIower....cc€!'.$Hoad ..__ _ 'S 11760328; So ;17.60328 .._ ._.. ____._~_.__ ______
Assessment~~'sf;:F'...rK.l.S:ont, MnD0TSI.:tlf:'Aidlestimatedl S 311000 $ - $ $. $ 200.00000 $. 501.917 .Ii 68886 $. 84.603 2005PMPStateAldf~lm~$.:-mentd$:!?5000 Includ~.q!~!..~!2..!:!!.Y';:~lf.ofFuncttc'~~'.!.'2!!~____
Totals for 2006 S (2,316,289.75, $ (843.591_75) S t32.000.00) S t212.0oo.oo) S S 200,000.00 $ (49,109_00) S t161.662.<lOJ $. ~64.761.00)
2007 IWorkina Cao_1 Fund ':l-2!~nce Jan 1 - 2007 $ 5.369.748 $ 155.882 $ - $ 502.250 $ 1144,659\ $ 573.866 $ 351.251 ..u__ . _ _______
]007P~.1P-f..1~Ic1~~Cfl<:lY ___.__ _._. $. i7645uOOVl S /532.0OCiJOI $ \2(I().OOOOi)1 S {20 000 00) $ i2.5oooo) $ (12.000001 _____ __
2007 Sealc;oal S \1UO;)0000; $ _ (10000000) _. _ __'n __ __....
Old HlOhwa' 10 $lde',valk lmUfo.~mt:lnts \CP R3~ Bfld::re~ 5 ,~)O vc,o 001 J (5000D.00) _. ..~ S /180 000 00) Cost for bfldne VlIo:k elll ll<illl co.s.ts mCIU(j,?j as ~an_ of S~~~~!!9. ,\...",n.Je RCQlona; TIi!!!J~1O !O.::h<'j In 20Hl
~~I~~~'.:= ~:E~E: ,.,,~ ' '"~~, ~~:-~?~'"~oo. ,.~~~. , "00'0000' _._...~_..._-".~_-;-===
AS5es~menl Pa,,'EIl!'e1 r's~i.~Il_d_~?!.~1.!_.!~~~QL~~!:",:!:~!!~a'ed} S 296.000 $ . S S _ $ 190 076 00 S 281.508 $ 96 675 S i08.788 .~..' ____.~___
Totals for 2007 S (1,410,600.001 S (441.000_00) S (85.000.001 $. (ZOO,OOO.OO} $ $ (15.924_00J $ 211.508.00 $ 94.175.00 S 11.312.001
2008 IWorkinq Cap.) Fu,!<!_~~!anc:e~,,'!_!:_?l!~~______ _____ $ 4,928,748 $ 70,882 $ - $ -___ . ~__~~6.3~~ $ 66,849 $ 668,041 $ 349.939_____ _ __H'____ _ __ ______
2008PMP.R<:;collslru!.t ___.__.._._..________._____. .?___'.:::2~:)OOGOOI s \13300.00001 $ 1200.000.00; ._ $ ;50000000: S (200000uO~ $ 115.000001 _. __ _'__.___'__._'_'
~ ~~~~!~~~~~-"_.- ~~~~r=~==~ =~"'~,.. :_~:::::, -~~.,..~..~.oooo. ~~~~i~;~~;~~~~~~
~:Sk;fl=:I~:=;'.~~!!~:.~.~~~~t,lllt:!!~)1l .h'~~~rl'.JI.. ~ :;:.~~~~~: $ 125.00000) S 1~OOOOO\ _.___~. .__ ....-~~-- ..__---=
S-10PI(.I<.uP _____ __.:; ,250(11)(:;)' 3 !250000QI __..1--____ _ ..__.__ ._.____
As..es~ment p.'I\< Enter"'p.~.s'" i wld Contr ~1r1D:2.i ?!~~_;"'d..t~$t1mate~ S ..J<iIJ.!)OO $ $ $ ~._._T_9G 076 00 $ 295.340 S 150651 $ 164.073 _.___
Totals for 2008 $ (3.219.140.00) S {915,00D.OOI S (25.000.00) S (215,000.00) S S t162.524.00) S (254.860.00) $ (128.789.00) $ 48,973.00
2009 (Working Cap_I F.',!nd B~ance."~'_'_~,_~?~,~___,_______ $ 4.013.748 $ 45,882 $ - -L_ 323,802 $ /187,8111 $ 539,252 $ 398.912 ____ __'. __.._______ ________
-. ~~~: ::~(":~(.on::~.._______.__.._..~__._:~__ '.__ _.__ ~ 01 ~~~ ~~~ :~~: ~ i:::.:~~ ~~: S (20000000) __. ~=~_...__._____ 2-_ 1250000001 $ !50 000 001 $ 150.000.00) lnr..tudes 2 500 tOt 5ealc~;:;;';t Fire St..!liOFl ~'..~':l~~'~'~ i~~.._-.~~.._:~.-~~=_-==.----._===_=__=
2::::~::;;~~~~;:~~S:t~;~:;,~~~~;~,:;:~~:,=~_ ~'I;~ ~~~~: ___~~:=:::=~~~:~~~~::~~~_ $ "5000001 _ ___=__~~~::_ f- $ '50000 0': _~=:=::~~_-_~ ~~~ -'-100:1~ =~~;:~~=~'" De~""Jc,-m=~:;I~O ~"'_~_~'='~==~:,::-_=~:__
F-2504J(4Trll(.K ... ...........__...._ .._ _._____..... .. . ______ .:, 30('00:.)("; 5 _._..Q?_f'~q.Q~J) .___"_ _h '._..__.__ ______ ..~.___.__...... .___.__ _ .__. .._____ ...... _._..._.___._._______..... ....._
Grounds.l'.1as~cr_~Q!.?.o.m_.. ...._....___________ .. ':;'OO,)O.,)Oi S _.___..!..~_29.Q.lt9~. ______,__. _ ..._..~.___ .____.._.n_._______.._..
~leelsldo:! PlckuD QIlI:! 1::11"" H,)I,;t 3 .35 JQG OQ, 5 135000001
r~eolaCeJ€'nerTrll~~.--.--.-"'--... --.......-..-- S ,1"30 000 0(i; ::; .~-!7~;(Jco~-----. . .-- .----..--.----..--.-
. A:1se~smenl ~!!~~;;.;ie_!:~~;;.~;.r~~~.i~~~601-i;~tE' ~Id leSlimated) S ___--=.~i~~q,:;;- - $ S -~ ~~~--. S 190.07600 $ 310319 S 180015 $ 200.365 _._:~~~_._-. __-~--
Totals for 2009 $ 11.701,OOO.OO} $ 1638.900.00) $ $ (215.000.00. $ $ 190.076.00 $ 10.319.00 $ 130,015.00 S 50.265.00
2010 (Working Cap_i-F~~dB-';;;~~;-J;~ 1_:_?l!!_l!_ ~-- 3;3i4;848 $ 45,882 L_--=-_ ~_ - ------ __+L_ 513.878 $ /177,4921 ~- 669,267 $ 449,177 ----------=-=:---=-~_==____ __________
:--.:,,?OWPMP-RO:!.(Jr!sIIlJ(.t _._____.. _......._...__._. .~__.....2195:JG0,:1('1 S ,"!OOlJllOOU/ _~___ !2VO.OOOOO) __ ~_ 1600.UOOOOi S {350 QOO 001 S \130000001 S 115.00000} $1000000fStal€';ldtvooapphe110Sl()lm~We~~~.~~.~.________.______
_. Snelling A...'}llu<.!' R'!~I()I'i~1 TIl~~ "___m' . .... _ . ~ . _~_..__._ ~l)OO 00(' OQi $ d'Sll(J I]O() 001 _ 1--. '_ ._...___ Reseasch poSSibility ~f granTs to fund Itu:; prOl":.':.I._~~~!?3I!~_!~ le>rjerrtl jw~~~...__
;-_ s.a.mtarys.c;...~r I.~i t,llll'JaT;un'i;=,'~ ._.___....._. . _~'. __. '_.' __..~ 1100 ";(':.00' ._____.._. .~. __..__._ .~__.!.100.10001)1 __....__ __.. .._._. ____.._ ~__.__
Bas~en)al1.T",nmS(.OllrtR~hal"lltat.on-':':ltv.all<;rf)c ._._..._.... .... .._ ...._._ L__. ,15('.,)(..']0. --.J.1-- il~.OOOOOI ____ "._._ _ __._____ _._ ~_.._ ____._ ....___._._..____. ._. m."_'_"_
F-350 One Ion PICKIIO..... (lUll'!' .__..... .62';'.1-:":)'); 5 .6;:\)(10001 ..__._ _____ __.__. '_"_ ._________ .___ ._.__._......._.._______.. '. _.____.__.._. ...n
---- ~~~~I~':~;:f;:;.~~1 w Br'Xill1 .=-~~..~~::.~~:._==~~~=.==~- ; , ;~:~ ~;~~ ~~: ~ :~~ ~~~ ~~: ---.--- :~.=.:~~ .:'..~":.~~_~= ~- ----=.~ i~o-ooo OOl ..--.-- -.- --_~~ '~:.'. .-.~~.~~~=~___.__._ .~~==~
__SkIdSleer1.oildef::sn<lWala~..er ___.___.. ..._________.__ _ .5 .2B,)')C'JOI 5 178.00000! _.__ ._.___..._______ ______.._.__._________.....___._
Ass2ssm~nl P@y Enterp":.F. F'Jl'1d :- anT!.. ~Jn.~~l9..l :5.I:::~~. ~!2.1~~J~'!~~!'~__._ _ !. ::2900000 $ S 190 076 00 $ 300 ':100 00 S 1/500000 $ 175000 OC ___._.. .__.'__'._ __._... '. .'_"__
Totals for 2010 S .33321')']')(;; S ,114300000i $ S !.215.000001 S $ So 1609924001!; 1.t.OOOOo.o. ~ \500000) 5 5990000
-- -..- .----... .--- _ --. ._-_._----,- ---.- --.- .- _ - -.....- .-- ----,-_..-
20-'-1--- (Working~_~H!:u;'d B~lan~;-Ja;;-1- 2011_________ $ i231;ii4S- $ 45,8Ri_ -- $ -------: --- _ __t__!0]1954 $ 1227.492\ $ 664.267 $ 509.077____~_~___________=-__________----
_....1~n.PMI-'-f~o2'con~tfl!(.U,Mar.o~.___...______.. ..~. ._.__~__.$ ':i!;.j,.',)(lL~' S ~4gi;lOOOf)01 ._....._.. S 1200000001 _....______~_... .__ $: 60 O\J() 001 $ .i?.ll.99('\10! S 115000001 .__.__.'__ ...____.______. ..___'.. ....___. ._. ........__
__ 201.L~~.~!~Q.~.____.. .____.___._._.._~_.___...5 : 1::'0 0u..1 QQ, S. .T2QOojOO[}1 ._.__. ..______ _____.__._. _.__ .__.____n._._..._ . ..______. _ .'_
-----.::..~~!!:<!.~~_.3e~!....:.~..!.!.1Il'9iiIICl".;...r:r~ ____h__.._...~.ni.__. ,1(l("jl\lrl~'r" .._..........__..___. __ ___.. .._. _ S 11(10:;100001 __.___.._.____........._______ ...._.
Baskelh.ll.!I.tt.!.:.':.~~_:~I,-'I"T Hehab,i,lc.:lOr. - '.:.,11 al Lar:JC ._..~.. .15 XI'': .)0, .__.___'__ n'_. ._. ...L.-._._ t 15000 OOi __ ___. _.' __ ________. ... ..' _.
~;::~~~:~~~-~..~~~!~~-~.~._._-_..._. -~~~~:~~~;~~~~~.~ ;--.----. ::~::: ----------.--. ~_.__.._~ ----- .~=-~=._- ._~~. -....==---------.- ..._---_.~~===-..~~~=:__..'"~. .---
._._._. r-....so Clesel Tru<:k __.__..._......._.___ 3 30 -'{:!'J..~ j _ ..__....!...~Q 000 QOJ _.______._ __ _ _._ ...... __ ........._..___ .....__ _.____
__._. ~-..j.50Qnt::Tvn.r-lo... ___.___ ....._..__. S ,6:::Jf)Q;)0' .?__. ._...__LQ-9QQ.QOi ___.. .'__ _____ _. ..._____..____.____._._.. ._.__
A5:'ie~~""!':lnl Pay ;:Ol~p'ns<:, >=ul"d (;.ll'tr t.tnO(JT SI;:lT'~"o;I re:,;tIlTlated' )__.. ..__ 35.1 00000 $ _ $. 10;,007600 $ 30000000 $ 17500(100 S '75.\")00 no _ ..._.___ _.._.__._____ ..._..__.____
Totals for 2011 :> .1~:221000tJ, -t 1438000001 $ $ 1215000.001 i .$ $ 19007600 S 250ClOOOO $ 12500000 $ S9WOOO
f---- -. - - __u -- - __ _ __ _._ ___ _ ___.__ _._.. ._._._ __ ... .___. ._____ .__._
--- -.. .----- -.- ---- - ....-.-.---..- - - ..--...--......
~_, -1Working Cap_l Fund Bal~,_,~~ _..!~_n_1-=_?!l-1?_ L_!,I9],848._ $ 45,882 _~______... __ -- $ - $ 294,030 ~_ 2?!~Q8_$ J89,267 $ 568,977 ___ _____
,-.- -.. .--.---.-. .--,-.-......- --.--.------.------- -----_. .--.- -, - - --- -----_...----- ..-....-.------... _..--
..__ ~:;'!l,~~~f:::r~::~~"'~~.',,'" .--.-..-... ---. __'_nO -' -.---; "::i;'d::~ J~: < ,"00 O<'Q DO' $ .12000000 S ____._ -- .--- -- -- S . '2"0 000_021 $ '5000000; 's -'--~;500Q0OOI _ 'Po..n..' 10 be Full Fu"",O b' 0;;;;;;;;';;; ;:m':'m,,'.'.';..O~!.;!F"'.J '",luO;';-$3500[2.1~",n '"__
Count' Rnad D Tra~ S ,1-50 .}O":: 00, -.. .- - -- -.... 5- .,5C OuCl OOJ - - lirne With Ramse Count. Rc.aoj Im'lro-..emenb .- --.-
---. -.-~~~;~:;~~:~:~~;~C~~~5S !~Oad.;[l5_;7..-..... _._. ... I~.~_"~~ ;I~ ~j~ ~~; S . ---.-. .....!.~9.QQQ..QQl - __ _ --.- -- - _~~_. _ .___ ._._.. S (150000001 Costs unknown althl.'> h~ .--- _po. __ ~_~~ __..__ --~~_-~~ .__
leshmsted cost for conslrllcllon and 1n.'>J.>e.:llon In ~OC? 6;'lll-; In ;':()!J6 dollals) It done as ~ P!'o,.xls
~_~~;:!~:~~;"~:'~:~:'~:I~:Lo";:,:" -- ____--::_ - -i------;~~H~H~: _ _ _____:_~~~_ __ $ '550oo0o s ________ S 25000001 ;__ ::~~~~~: ,,&"'," J"2'eGon_~ ___ _ - __ _ _
'.'alenhne Park lmnn:'/llel'Tlef1ts Cosls unknown allllls tlIne
Gale-....a... 5'Qlls ;Cleveland.C.oRdO-'Le.lllQtcll:W ~~d.) 3od,tronall')cai;..:.l" S-....._.~lSC. ')0001,), $ '-l~.q_OO.~-,J{ll _.~ - --. ._. .-- .-- - -. - Clevefand-Count Road 0 slQn e~~tl,!,<!!~d al S)1j 000 . -- .-.-
SClIth ""taler Tow'::.r tl\l"!r.....! ~-::o<lh"Q .3r.d ..0...,0 _ __ s.. _ ._._._;50 J00 )(:1 _ ..' ,_._ _ .._._.._. S (150000.PQ! Based u n estimate from KT A T alar IIlC ,DeC9mb9r ?-"OS,. need nol af\t!(.I~'Jterj lle~!-"e 2012
N.')tes
. 1 Gene-lal ('.c1p.lal Funt: ,ncicJGl:lS PIR t-unc% Nona.::>&essatle ::;tr~eT !=",n<:t 3. Ca"lla. t'lWI.-rT-e'lt nlls fllr'l'J IS .jrawn dOlNn f{ll Inlflal prOject dISbursements ICfMJlncerlng arid :::onstluctUln COl'tracton and Funde,=, by m'3lOcnl and bus'nezs as.sessment P8ymenls
2 Assumed that ::;';"GO Jue .'10'111 be jrawn Ir':lr.l !ho! gene'al tUlld annually :(:.r s!ro:!l;!; .mpro..emen!s
:3 Includes "'!"iF DIs.trICl t. ,ik'lIf'l1J l3"e BU:;lness DistrICt' and TtF Dlslr,,' 1 'C':lna':ie '..~;aSI - ..bout 3]()l) 000 11F balance a~a"able for projeCts
4 Stal~ AId Fund balance as':;umes 3nnu.'rI ,j.::.lJ",'~rf',;:'ll from "'-'nOG: of 51 ;'11 .}?6 b3:;ed up~n :urrenlloC'.,e:s over the pas: 10 years Funds rec;("...ed hom Slate AId ale apphed to lhe General FUIld 0' the Slorm Waf"" Fund when applKatle
5 I)llllly EllterplL~e iur~j calal'C!i:S assume> a ncl operating :;;lllph.5 f:adl I",ar ...to";".s 'JlreCled !O\l\,arrJS SIP prOjects Er.lelpnse fund balann~:; d(I tal<e lnlo account the antlClpate,d levenU6. horn 1r'lCleased ulilllY r,tle:;; ...tllCh wt':le La.,<;ed upcn the study Ttl(:
Utility rates need to be ,e-examllled or Fe-structured if VIle desire to have a higher fund balance than IS currently projected. AHornatively, we eilher have to seek othe, revenue sou,ce or cut back on projeds.
CUller'l UUlty r31e '511ld~ 'J0'<:S :hrou\:lh ':Y.ii)~ R...les ior ':-)1(. arrd .~"'..1' 3r';? e:'<l,fT\me:; only
Additional comments.
It should be l1ot~d that fund balan,e ""1111 and eall change radically rt the prc.lle't 'osls change or rhe City falls short on revenue- collection or spending more than anticipated on repairs.
. ~
EN HILLS
M EJ\lORAN DlJ M
D AT E: May 11, 2006 AGENHA ITE1\1 2.C
TO: Mayor and City Council
FI{OJ\l : Kristine Giga, Civil Engineer
StIR.lEeT: CI P Discussion
BACKGROUND
. Over the past several months, stafThas provided Coullcil with an overview of the CIP. Staffhas
continued to work on the various aspects of the ell' and is sharing the next pieces of in fl:mll at ion.
GoodPointe T edmology has computed and provided the City with several pavement
rnanagcrll\:nt budget sCCWH ius. The jl:lllowing ii11~1I [lIal iun is alladlL'l! fIll 'yllUllcvicw:
. Executive summary of GoodPointe report
. Figures from GoodPointe reptH.t
DISCUSSION
Strect Maintenancc Practices and Procedures
The tl:)llowing arc hricf desCliptions of various types of stred maintenance procedures.
S~al_("oat
A seal coat is one of many types of surJilce treatments lIsed in street maintenance. A seal coat is
an application or asphalt emulsion rl)llo\\'ed immediately with an aggregall' cover. Seal coats can
waterpwofthe surface, provide low-severity crack scaling. and restore surface friction. Seal
coating can he perf()rmed at any time in the lite of a pavenll'nt and lasts an average or three to six
years.
. The primary purpose of seal coating a stred is to protect the stred from deterioration caused hy
sun and water. A seal coat provides a waterproof memhrane that keeps the pavement from
Metru.ind us.anh:nhill.... PR8~ P\V Fn~illl.'L'rinf.. .2006 \\\H k Sl'~:-:'H.llb )- I )-()() ("IP .(jondl'lliIl1c.dnc
2006 PMP Update .
1/18/2007
Page 2
becoming brittle and cracking, and also helps keep the water from seeping through the pavement
and causing prohkms to the base material.
Mill and Overlay
There are several maintenance practices that imoh'c milling. :\n edge mill typically consists of
grinding the old bituminous surl:lce along the ollter X fed (If the street. This helps establish a
unifcmn cross-section, especially in instances where the crown in the street is relatively flat. A
.Iidl u.idth mill. or resurt:lcing. is necessary when the upper surt:lce layer of a pavement has
deteriorated considerably. Significant surbce pan:ment distresses and more extensive "thenllal"'
cracking need to be removed and/or repaired with a full width and unitl:mn depth milling
process. Both edge mills and full-width mills arc typically 1.5 to :2 inches thick. hut can vary on a
project by project basis.
Milling neates an even surface to ensure a llnitl.lrm ()\'erall thickness hI the new overlay. An
asphalt overlay of 1.5 to :2 inches over the l'ntire paveml~nt width t(mllS a smooth crown. renews
the street surf:Jce. restores structural capacity and proper drain;lge, and extends the lite cycle of
the original pavement.
Afitll depth mill can be llsed on a street that has already been reconstructed with a good base .
section, but the pavement has deteriorated to a point where seal coating or a standard mill and
overlay is not effective. A pavement section with significant nacking will end up reflecting
through the new pavement. The full depth of the pavement is ground up and removed. This
process may also involve some subgradt: soj] corrections and some removal of aggregate base. jf
it has been contaminated or is sub-standan1. The strecl is paved with the same thickness of new
asphalt.
Pavement can also be reclaimed, \\lherc approximately ~ to I () inchcs ofthc existing asphalt and
hase are ground up in place. This 1()fIns a ne\\! more stabk hasc without adding new material.
Thc road is then paved with new asphalt. This is only n:commcndcd whcre thcre is no curb and
gutter on the road, since the existing materials stay in placc and a higher road elevation is created
oncc the new pavement thickness is added.
Reconstruction
When a strcct is fully rcconstructed. the cxisting asphalt and base arc completely removed and
replaced. Reconstmction may also involve subgrade soil corrections. For streets that do not meet
currcnt design standards for wiLlth, curn and gutter. and drainage. an upgrade may also be
incorporated.
.
. 2006 PMP Update
1/18/2007
Page 3
GoodPointe Analysis
GoodPointc Technology utilized the current pavement condition index (PCI) inf<mnation as well
our historical data of street improvement projects to perform pavement management analysis of
the strcet systcm in Arden Hills. Thc budget analysis is based on current construction costs and
factors in an int1ation rate oLV~,'O. Engineering costs. 20(~/(, of the estimated construction cost,
have been incorporated into the unit costs. It should be noted. however, that the analysis is only
an estimate, and does not include nny utility (waten11ain. snnitary sewer or stonn sewer)
construction costs. casement acquisition costs, or trail/sidewalk construction costs. Also not
included arc additional costs that may be incurred for retaining walls, excessive drivcway
replacement, right-of-way reestablishment or other costs for areas that may have extreme
situations such as signi ficant grade changes. The reason fl.)). this is that these costs vary from
project to project and therc is no reliable way to cstimate them.
Th~ ma~ntcnance stl~tegy used by G~)OdPOil~r this analysis is b:lsed on categorizing the PCI
ratlllgs IIlto adeyuat ~ I (0), marglllal (3 I - _ , and poor (0-30). Streets that are adeyuate
receive seal coats, marginal strcets receive a mill and overlay. and poor streets arc reconstructed.
Thc type of mill and overlay used in the analysis is a T mill ovcr thc entire pavement section.
Streets that havc PCI values bordering two catcgories would be individually evaluatcd to ensure
. that the most cost-effective maintenance will occur for the condition of the street. A city strcet
map has been included in this report with the existing PCI ratings color coded to the above
mentioned categories.
Staff asked GoodPointc to c..:aluate the 1()llowing f(lUf buugd scenarios:
Scenario .I is budgct driven. dcsigned to project the avcragc pavement condition if $1 million is
spent each year on street improvemcnts fl.)r the next 20 years. The cxisting 5-year ell' has been
incorporated into the first five years of this model. Over the 20 year period, the average PCI
would increase from 64 to 77.
Scenario 2 is designed based on the current average PCI (64) and project the level of funding
needed to maintain this over the next 20 years. In a budget model that is driven by a benchmark
PCI. prcdeten11ined projects cannot be entered. The streets arc selected by the program for
maintenance Oil a necds hasis. The results of this sccnario indicate that approximately $ I 4.5
million will need to be budgeted 1':Jr pavemcnt management over the Ilext 20 years.
Scenario 3 is based Oil the desirc to increase the avcrage PCI to 75 and determine the level of
funding needcd to achieve this over the next 20 years. A PCI value 01'75 is an a\'cragc
benchmark among several other cities in the metro area. Again, this model docs not allow for
predeten11ined projects, and the program has selected streets on a needs basis. The rcsults of this
scenario indicate that approximately S 16 million will need to be hudgeted fllr pavemcnt
. management ovcr the next 20 years.
2006 PMI' Update .
1/18/2007
Page 4
Scenario 4 shows the eflect of the existing 5-year UP on the average PCl values. The results of
this scenario indicate that the average PCl values would be 65 after the jive year period, an
increase of one point from today's avcrage PC I. While this scenario is only a five year model, it
could be expected that if this model were extended. results would be similar to those described in
Scenario 2.
The graphs supplementing this report compare the average PCls and budgets telr Scenmiosl, 2
and 3 over the 20 year period.
~Jl!ff Obs~rvatiol}s:
· The results indicate that if the City \Vere to select a rnanagemcnt plan based on maintaining a
bcnchmark PCl, the difference between maintaining the current PCI of 64 (Scenario 2) and
incrcasing thc PCI to 75 (Scenmio 3) is only $1.5 million over a 20 year period.
· The results of Scenario I and Scenario 3 are similar in that at the end of the 20 year period
for a new avcrage PCI (77 to 75, respectively). ]n Scenario], a consistent amount of money
is spent each year (approximately $] million). However. in Scenario 3, more money would
be spent up front in the first six years, and then spending would level ofT at a lower annual
amount In Phasc I (2006-20 II) average spending \vould be approximately S 1.5 million, and
Phasc 2 (2012-2025) would decrease and level ofT to just over $500,000 per year. .
CONCLUSION
The scenarios completed by Goodpointe show the relationship between averal',e PCI and funding
- . . .....
lcvels. Staff is rcquesting that the Council review the scenarios and discuss how to move tiJrward
with our pavement management program. Items to consider:
· Docs the Council want to proceed with the cUlTent program (Scenario 4) and level of
funding?
· Would the Council like to pursue one of the other scenarios (Sccnario I. :2 or 3)?
· Would the Council like to evaluate other budget scenarios?
Feedback received at the work session will be incorporall'd into ollr continuing evaluation and
revisions to the5-Year CIP, and will be presented at a future work session.
.
City of Arden Hills
Budget Analysis Report
May 04,2006
Page 1
. Executive Summary
Studies conducted by a number of agencies indicate that as pavement conditions
decrease, the cost for the appropriate method of repair can quadruple. A graph of a
typical case taken from the American Public Works Association, The Hole Story, is
shown in the following figure.
"'0
0
~ 10 75% Tune , ___ _ _____.
~ ~<---~- ---- ------..--+ I Each $1.00 of I
.. - -_____. 40% i i Renovation I
>- 8 ~"'-.. Quality I (1 Cost Here j
'8 Lowest Annual ,,-,,,,",Drop. -' I Wiil eo;rt $4.00 I
~ Resurfacing Cost "I i to $5.00 If ,
_ 6 ' I I Delayed to i
~ -iij 1 '--f~~e. - I
= LL
~ -. 4 .I
0
is
0
0...
2
<5
0 /
0... S
~
.. 4 8 12
>
Years
(Time Varies for Each Road Section)
Figure 1
The City of Arden Hills contracted GoodPointe Technology to perform pavement
management consultation services including:
. pavement condition survey and data entry,
. . historical maintenance project data entry,
. updating the pavement maintenance policies,
. analyzing the pavement performance data,
. updating/establishing the network level designations,
. updating the ICON pavement management system to the current version, and
. linking the GIS Centerline Map to the ICON System.
GoodPointe Technology was also asked to perform a detailed, multi-year network level
budget analysis on the City's pavement network using the existing CIP projects for the
first five years.
This report summarizes the work accomplished in this project and focuses on the
budget analysis results for four budget analysis scenarios.
The first scenario, Scenario 1, demonstrates the long-term effects of applying $1 Million
dollars per year for 20 years on the pavement network. Scenario 2 shows the amount of
funding needed to maintain the City's current average PCI of 64 over 20 years.
Scenario 3 shows the amount of funding needed to increase the City's average PCI
from a 64 to a 75 over 20 years. Scenario 4 shows just the affect of the CIP list for the
first five years of the analysis.
The centerline length (linear distance measured along the centerline) of the Arden
Hills pavement network maintained in ICON contains 28.42 miles of asphalt-
surfaced pavement. The City ICON system also contains 0.04 centerline miles of
concrete roads for a grand total of 28.46 centerline miles of roadway.
In the summer of 2005, each of the asphalt-surfaced street blocks within the City of
. Arden Hills jurisdiction was been visually inspected using the Paver-based Pavement
Condition Index (PCI) methodology. This methodology is based on a numeric rating
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 2
. system ranging from 100 for a newly surfaced pavement to 0 for a failed pavement.
Based on the latest available survey data collected for each section, the average
PCI of the Arden Hills pavement network using the PCI resulting from the survey
is 67.9. The average PCI can also be calculated by projecting the surveyed
condition to today's estimated PCI using the decay curves in ICON. Using these
curves, the "current average projected" PCI for the network is a 64.
The results of Scenario 1 indicate that the current level of funding and funding
allocation will result in a higher average PCI each year and will decrease the backlog.
Over the twenty-year analysis period, the average PCI increases significantly, from 64 to
77.
The results of Scenario 2 indicate that a total of approximately $14.5 million will be
required over the next twenty years to maintain the City's current average PCI of 64.
Due to a significant amount of budget allocated in the first five years, the pavement can
be maintained at a lower budget.
The results of Scenario 3 indicate that a total of approximately $16 million will be
required over the next twenty years to gradually increase the City's average PCI from a
64 to a 75. In comparison to Scenario 2, more budgets are spent in the first 10 years to
increase the PCI to a 75. Then the pavement can be maintained at a 75 at a lower
budget.
The results of Scenario 4 indicate that the current CIP list will maintain an average
condition of 65 over the next five years.
It is important to note that these scenarios were generated at the network level and
. were based on pavement repair and rehabilitation costs that may require additional
project-level costs such as curb and gutter replacement, water main replacement,
and/or right-of-way restoration. Also included in the cost is a 20% increase for
engineering fees.
.
City of Arden Hills
Budget Analysis Report
May 04,2006
Page 3
Budget Analysis .
Develop a multi-year network level budget analysis
The City has requested that GoodPointe Technology perform a number of budget
scenario projections to obtain a general idea of how the City pavement network is
changing with time, given the best available information from the street condition survey,
Arden Hills pavement performance data, pavement maintenance, repair, and
rehabilitation unit cost data and general budget provisions of the City.
Process Summary
With the ICON software, GoodPointe Technology used the pavement performance data
to project the condition of the PCI into the future and to calculate the amount of deferred
maintenance, repair, and rehabilitation work (backlog) present in the network in each
year of the 30-year scenarios included in this report.
From an engineering perspective, the correct application of future pavement projects
depends on the sequence of historical projects that have already been applied. The
budget module of the ICON program utilizes historical project-related data (seal coats,
overlays, reconstruct information) to qualify or disqualify certain projects from being
recommended in a given budget scenario run. For a particular alternative or strategy,
the user specifies:
1) The condition index (CI) score range for which the strategy will be considered;
2) The maximum number of applications the strategy can be applied successively .
before a new strategy must be recommended;
3) The time interval (in years) between successive applications of the strategy; and,
4) The unit cost of the treatment and the category to which the strategy belongs.
At the start of a budget scenario, ICON wiillook for the most recent historical condition
surveyor project related information and will deteriorate the score from that historical
date to the date of the analysis. ICON then filters through the historical project
information to determine how many times each particular strategy has been applied
successively and what the time interval has been since the last strategy. With this
historical information in mind, ICON performs the life cycle cost analysis to determine
the optimum way to spend your budget in the future given the practical constraints of
how your strategies need to be programmed.
A practical constraint associated with running budget analysis scenarios involves the
amount of budget that is allocated to the different categories of pavement maintenance,
repair, and rehabilitation (seal coat, overlays, reconstructs). Care must be taken not to
allocate too much money to a given category (e.g. sealcoats), if it exceeds the realistic
amount of seal coat projects that the City is able to contract and manage, for example.
Development of Maintenance Strategies
The optimal combination of maintenance methods is the one that provides maximum
benefit for the least cost. The following figure illustrates an example of how the
maintenance benefit can be derived.
.
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 4
. ----p;;vement Manage';;;"t P~~~~ent Benefit ~
100 . ~~<::::________ -- -.------....-... _______u_,__u .------.---...----.-
-....... .......... PCI After M aJ!1tene,"e I
-""',
, __ N" .M_.~. ,....
X Decay Gwve Before Mamt.entsnce .........,
.g 80. muuu mmuuu"u,uuu .m uumm u
~ 60 ----------- ------------ --- '~~- '> ~b:,.---- ---------
U ,
C pel befOfe Mamleno.nce
0
0 Decay Cwve After Ma.mtenance
+-' 40 I
c -------- .._-----..--._- --- -- ------------ --- - .. ~ - - - . - - - ~ - .. - - .. .- - . - - . - .. -
(j) , I
E "- I
(j)
> . - - .. - - . - - - -'~ - - - - .. . - - _. .. . - ..
ttl 20 -----.-------------- -._---------------- --
iL "
,
" I
0 -.. ---r"----.--.-----..,- I . I ---,----,-.---T"---..-,.. ..-T-..----,---.--,-.-.----.--...---, -..-
0 5 10 15 20 25 30 35
Age Since Construction
-. --"--..--..-- --- --" ---------.--.----------.-- --. - .-... --- ------ .----'
Figure 2
. The shaded area is the benefit provided by the maintenance being done at some point
in time. Factors that influence the benefit are:
. type of pavement (determines which decay curve to use);
= age of pavement (affects the PCI increase);
. type of maintenance proposed (affects the PCI increase); and
. cost of the proposed maintenance (affects the cost/benefit ratio).
In most cases, the maximum benefit or extension of pavement life may be provided by
some combination of maintenance procedures as opposed to using one type of
maintenance, since combining maintenance techniques often provides larger increases
in the PCI. The benefit of performing each type of maintenance is then divided by the
calculated cost to determine the cost/benefit ratio of each alternative. Note that there
are limiting conditions that may prohibit a procedure from being selected such as lack of
funding or minimal PCI increase for the selected maintenance procedure.
Prioritized Work Plan
Maintenance and repair work can be prioritized in a number of ways. Pavements in the
worst condition can be fixed first. Pavements in the best condition can be fixed first. An
optimal prioritization method distributes funding between the preventive maintenance of
"good" to "excellent" pavements; the rehabilitation of "fair" to "poor" pavements; and, the
reconstruction of "very poor" or "failed" pavements_ Pavement sections within the Arden
Hills pavement network were prioritized for maintenance and repair according to an
optimal prioritization plan.
.
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 5
The first step in defining a prioritized work plan for the City of Arden Hills is to define the .
local and global pavement maintenance activities and their related costs. Local
pavement repairs are those repairs that are performed on a localized area of a given
pavement section (e.g., patching, crack sealing, etc.). A global pavement maintenance
activity is one that is performed on the entire surface of a given pavement section (e.g.,
reconstruction, seal coat, overlay, etc.).
Once the local maintenance policy has been established, the PCI is recalculated based
on these assumptions to determine the improvement in the PCI based on the
maintenance. For example, a street with an original PCI of 68 may increase to a PCI of
80 when all rutting has been patched. Every pavement section was analyzed in this way
in the first year of the budget analysis. The difference between the improved and
original PCI is a measure of the effectiveness of that particular type of maintenance.
The ICON program attempts to find the optimal combination for routine maintenance.
This may include seal coating, patching or crack/joint sealing separately or in
combination. A routine maintenance strategy, consisting of patching and crack sealing,
is assigned to pavements with limited amounts of low-severity cracking. Routine
maintenance on pavements that are still in very good condition will help preserve the
integrity of the base and prolong the life of the pavement. Overlays are used to repair
pavements where local repairs such as patching are not cost effective. These
pavements are in "fair" to "poor" condition and may have low strength and/or other
problems such as poor drainage. The global repair of reconstruction is recommended
for pavements with extensive amounts of load-related distress.
Global Maintenance Strategy .
The correct application of global (applied to the entire pavement section area)
maintenance, repair and rehabilitation strategies is difficult to develop due to the number
of variables that affect pavements. The optimum application of maintenance activities
depends on the current surface condition and subgrade strength of the pavement as
well as the pavement age, traffic loading and other factors. GoodPointe Technology
and City staff discussed the development and application of maintenance strategies on
a number of occasions to determine the analysis parameters used to derive the results
of this report.
Note: When a pavement section has a PCI that falls on an overlapping range between
two or more global maintenance activities, an additional Life Cycle Cost (LCC)
analysis is performed for each applicable strategy. The estimated amount of
pavement life for each particular maintenance activity is determined and is
divided by the cost to provide that life. The program then recommends
maintenance activity with the highest LCC value for the given pavement section.
.
City of Arden Hills
Budget Analysis Report
May 04.2006
Page 6
. Budget Needs and Scenarios
The data collected from the PCI surveys was correlated to other City-supplied
information such as pavement age, functional class, and historical budget expenditures
to serve as the basis for multi-year budget projections. The following pages describe
the general process that GoodPointe Technology followed to develop the budget needs
and scenarios for the City of Arden Hills.
Introduction
Once the pavement network has been defined and each section has been inspected,
the condition of the overall network condition without maintenance or rehabilitation can
be determined by projecting the PCI into the future. Pavement sections are selected for
maintenance and rehabilitation during a multi-year analysis period if they meet the
decision criteria established based on PCI, functional class and surface type. When
they are identified for maintenance or rehabilitation, a network-level budget planning
maintenance strategy for pavements of that condition is used to determine the funds
needed for that section. Those funding needs are totaled for each year of the analysis
period to determine budget needs.
The first step is to identify the best maintenance strategy for each pavement surface
type - pavement condition group and develop decision trees. This requires a long-term
life cycle cost analysis of typical pavements from each group in different condition
categories. The following three general maintenance categories have been correlated
to the respective PCI ranges to provide a realistic maintenance and rehabilitation
treatment assignment.
. Seal Coat At the high end of this range, pavements may have little or no distress. At
the low end of this range pavements may require intensive local repairs
and/or seal coats. A pavement in this category may be generally
described as "good" to "excelient" with a PCi between 65 and 85.
Overlay Pavements have a significant level of distress that mayor may not be
load-related. A pavement in this category may be generally described as
"poor" to "fair" with a PCI between 25 and 65.
Reconstruct Pavements have extensive amounts of distress. A pavement in this
category may be generally described as "very poor" to "failed" with a PCI
between 0 and 30.
Pavement Management Decision Tree
Each pavement section was analyzed according to its predefined global and local
strategy and processed through the following pavement management decision tree.
.
ICON Budget Plan Process .
Collect Infolmation on Sections Selected for Analysis Budget Analysis Input Parameters
Pavement Surface Type CI from Latest Surveyor Latest Project Analysis Period (years) Plan start Year
Functional Qass HIstorical Global Strategies Applied Inflation Rate (%) Annual Budget Allocation Quentilies
Sn (Calculated Structural Number) if available Budget Overflow Prior~les Predetermined Project Plan if available
_.. ---..
L_ Decay Cond~ion Index (0)
to Year of Budget Analysis Plan
Yes
No
~
4eet CI Aange, ___h" ._-~_..__..
Application Criteria?
Yes
T
Try AU Possible and nove~
Appicable Strategies
Based On CI Aange? /
Ute Cycle Cost (LeC) .
For Each Maintenance Category, Sort Pnor~y By:
1) Cond~ion Index (el)
2) Functional Class
3) Structural Number (So)
Ye -~~
Add to Add 10
Annual List Annual
of Recommended Backlog
Projecls List
----
cw~uo aIlJGClO(1IIoJ,1!' TedlotgVCo:p:naa>1 ~
Figure 3
The program did not sort pavements on the basis of structural information
(nondestructive deflection testing) in the budget analysis of this report, since this testing .
was not included in the scope of work for this project.
. Deferred Maintenance Backlog
An important factor in evaluating budget scenarios is deferred maintenance. Deferred
maintenance is work that could not be done in a given year of the analysis period due to
lack of funding. It represents work that is delayed until additional funds can be found.
The monetary result of deferred maintenance is maintenance backlog. In the budget
analysis of this report, the maintenance backlog for a given year is defined as the cost
for the City to repair all the pavements in that year.
As the average network PCI decreases, the cost to repair pavements rises. As the
pavements approach the poor category, the cost of rehabilitation rises due to the large
amount of individual distresses that require repair. The following figure illustrates the
general relationship between the increasing cost of rehabilitation maintenance and
decreasing pavement condition for Arden Hills pavements. It is based on our
experience with urban pavements like those of the Arden Hills pavement network, but
does not use actual Arden Hills pavement data.
.----.. -------...------ --..--.. -. ----... ...-------. -- ..-- .----. -.-------------. ._...on___ ___...__
Typical City Streets
Maintenance Cost and Condition vs. Age I
Pavement Condition Pavement Rehab cost ($/sq. ft.)
100 ..--.-----... .. . --1 $5
. I
! nuurl I
80 $4 I
I
I
hn _n._______ <t':1 I
'-' -.....; vv
40 $2
.--- -----"---.. -"-1
I
I i
20 ....-.--... ---.----. $1
0 -------------- $-
0 10 20 30 40
Age of Present Surface (years) J
l .__.. ____.. ..--. ..---------..-- --._---- ..---------------..--....- ...---------.--....
Figure 4
As the pavements approach the poor category, the cost of rehabilitation rises sharply. If
preventive maintenance is not emphasized now, the bulk of the pavement network will
rapidly decline in condition. A considerable amount of heavy maintenance at a high unit
cost will be needed later to regain the original current condition of the pavement
network. The labor-intensive effort required for heavy spot repairs would most likely put
a burden on City staff. The actual cost of the deferred backlog would rise, resulting in a
. decreasing annual average pavement condition.
Deferred maintenance has a negative impact for two reasons. The first is that by .
deferring maintenance, Arden Hills is allowing streets to deteriorate down the pavement
life cycle curve. This will increase the cost to fix streets in the future. Streets that once
cost an average of $3 per square yard to fix will soon cost $32 per square yard or more
to repair at today's prices. The second reason is that as streets deteriorate, citizen
complaints about the condition of the streets will increase and emergency (or
necessary) repair costs will increase.
Developing A Budget Strategy For Arden Hills
The ICON pavement management program is designed to present strategies that will
shift the focus of a network repair program from rehabilitation to preventive
maintenance. This means moving the average network PCI higher into the upper end of
the "very good" condition range.
As mentioned earlier, today's estimated average PCI for the pavement network is 64, in
the "fair" condition category. The logical questions are "If the average PCI is in the vel)'
good condition category, why does it cost so much to repair Arden Hills's pavements?",
"Why bother improving them at all?", "How much would it cost to improve the streets to
an accepted level of service?" These are questions that can be answered with the
ICON Pavement Management Program. First of all, the PCI of a pavement has a lot to
do with how much it costs to repair and maintain it. In the "excellent" condition category,
it costs very little money to apply treatments such as crack and surface seals, which
extend the life of a pavement. Treatments of this sort usually cost less than $0.11 per
square foot.
Pavements in the "good" to "fair" range show some form of distress or wear which .
require more than a life-extending treatment. By this point, a well-designed pavement
will have served at least 75 percent of its life and the quality of the pavement has
dropped by about 40 percent. The road surface may require a chip seal application or a
thin overlay. These treatments range in cost from $0.11 to $0.33 per square foot.
Pavements in the "very poor" to "failed" range of the pavement condition index. These
pavements are near the end of their service life and usually exhibit major forms of
distress such as potholes, extensive cracking, and others. At this stage, a roadway
usually requires either a thick overlay or a reconstruction. The costs for these
treatments range from $0.44 to $10 per square foot.
One of the key elements of a pavement repair strategy is to slow down the deterioration
of the pavements in the "very good" to "good" condition categories. This is particularly
true for streets in the "good" range because they are at the point where pavement
deterioration accelerates if the pavements are left untreated; whereas, the cost to repair
pavements in the "fair" to "poor" range increases substantially if repair is delayed.
.
Graphical Comparison Of Scenarios
· -- --~---------------1
Average PCI Scenario Comparison
100____ l
~ ~-~~ .~~. ~--=~:=---:~=~~~-=-~
CIl
g> 50 - -------------__ _______ _____u_____
~ 40 ------ -- ------- .... -- ------ __ ___ _ _ _______ _
<(
30 -.-. -- .-.---- -- ---.---. -- .___. _____ _"._ __ ..'
!
:~:~-n -~---:-r ~ __,-=___ :'=-,_~I I
~ m ~ 00 m 0 ~ N ~ ~ ~ ID ~ ro rn 0 ~ N M ~ ~ ID I
00000 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ N N N N N N N
o 0 0 000 0 0 0 0 0 0 0 0 000 0 0 000
N N N N N N N N N N N N N N N N N N N N N N
Scenario Year !
I
1;---- -- -,---- ---- ---------------- ----- I
r:--Scenario 2 Avg CI -Scenario 3 Avg CI Scenario 1 Avg C~ I
---.------.-.. ---"..-._---- ..-.--- -..--..--. ._. -..-
".- --.. --- - - ._-.---- - --- -.- .---.... ..-. ..----- ---- -----. .--
Figure 13
. -.-...---- -'--- .- ..- --.----...---- .----...--. -- --. ,,- ----... -- "--"'-l
Budget Scenario Comparison
::::: ~-~~-~~~~ -~~----~~~~----~~ II
I ~ $1,500,00 -;;Ai -------------------------- ___I
-g $1,000_00. -- l\_ _ -- ----------____
m ~
$500_00 -------
I $(~.OO) . ~~L----L_~~=ln---_L_-~
Scenario Year
1-.---. --- -- -- '---.-- .-. .-- --.--- -. ------.--------.--.-,,-.......- ____. j
,-:--Sc~nario2 Bud~t ($K.l_~~cenario~~~~~tJ..~KL ____~cen~ri~ ~_ Budget (~~)
-- .....------...-.-----..--. '..-----..- ..-" -------."---.---- -..---..
Figure 14
.
. ~
EN HILLS
MEJ\'1()RANDlJM
DATE: July 17,2006 AGENDA ITEJ\1 2.B
TO: Ilonorable Mayor and City Council
FROI\I: Klistine Giga, Civil Engineer
SUBJECT: ('IP Discussion
BACKGROUND
. Staff has continued to revicw and revise the City's Capital Improvement Plan (CIP) based upon
previous dircction from Council and further financial analysis. Attached is the information that
was provided to you in August of 2005 when staff tirst began to rcview the CIP, as well as a
cunent C lP worksheet.
We anticipate some more revisions before formally submitting the proposed CIP t(lr approval, as
staff is requesting additional input and guidancc from Council on a few items.
DISCUSSION
2006 Projects
Several changes werc madc to the projects scheduled for 200(). Items that rcmain on thc
schedule include the 2006 PMP projcct, CSAll 96 I.andscaping. and the Tony Schmidt
Park Underpass. Items that were added include funds for sanitary sewer 1&1 mitigation
work and Emergency Vehicle Preemption for intersections shared with Shoreview
(Ramsey County has thesc scheduled for this ycar). The lift station project was removed
due to the higher project costs, with the exception of engineering costs already paid.
Also, aftcr further review, O&M detennined that the purchase of a backup generator and
of a ToTO Ground Master can be postponed. An item still in the budget f(x 2006 is a
Gatcway sign to be placed at Cleveland and County Road D. Staff is requesting further
. direction from Council regarding the Gateway sign program in general. how/if to proceed
with the project. and source offunding.
'. \klro-ind.lIs nnknhillS'.f'R&PW LI1~IIll'l'rin!, 20(}('.Work Scssions".7-17-0(' 1\.kmo ell' doc
CIP Discussion .
1/18/2007
Page 2
2007-2011 Proic:.cts
PavemcntMarragement Program (PMJj
At the May Work Session, stafl presented preliminary results (i-om GoodPointc
Technology in relation to the City's pavemcnt managcment and maintenance. Council
indicated that of the scenarios prescnted, sccnario 3, hascd on the desirc to increase the
overall PCI (Pavement Condition Index) rating to 75. was most desirahle. Stafl has
proceeded to detcnninc PMP projects for thc next five years that incorporates
GoodPointe's recommendations. Attached is a map with proposed improvements over
thc next five years.
Staff considered GoodPointe's suggcstions ft)r improvements in conjunction with the
following factors: whether the street has concrete curh and gutter, and the needs fix
watemlain, sanitary sewer or storm sewer improvements. Staff also visually inspccted the
strects to confiml or revise the recommended maintenance strategy. Many of the streets
that were listed as mill and overlay candidates wcre streets that do not have curh and
gutter, arc at least 30 years old and likely have thin layers of bituminous with an
insutlicient basc. lrthcse streets were milled, it is likely that the milling procedure would
result in the removal of the asphalt in its entircty, exposing the insuflicient suhgrade, .
requiring the scope of the project to change from a mill and overlay to a complete
reconstruct. These strects often wcre also found to have little to no storm sewer and poor
drainage duc to the lack of curb and gutter. While stall felt that several of thesc streets
wcrc not candidates tt)r mill and overlay, the pavcmcnt condition \vas found to be
suitahle f<)r a scalcoat. Sealcoating these streets would extend the life of the pavemcnt
long enough so that we could address strcets that arc candidatcs t()r mill and overlays and
do havc curb and .b'Utter and a sufficient suhgradc. As with all sealcoats. somc minor
maintenance would be required, such as crack scaling, patching, and leveling.
Historically, streets have been sealcoated one to two years after n:construction or mill and
overlay. GoodPointe's analysis did not use this philosophy: recommendations tor
sealcoating occurred when the PCI of a street indicated the need ttH" minor maintenance.
Staff utilized this intonnation, as well as visual inspections, to detennine which strcets
were good candidates for sealcoats.
During the visual inspection of the streets, staff found that son1e strcets with concrete
curb and gutter that were listed as mill and overlay candidates had more distresses than
typically recommended for a mill and overlay. The cracks and distresses present would
reflect through the overlay within a few years after paving. Soil borings can he taken to
dctermine thc presence of a sufficient base. If one exists, these stret'ts are good candidates
f()r full pavement replacement. This is a procedure where the base and curb and gutter
remain in place, and only thc existing pavement is removed and replaced. Streets
recommended f()r this type of improvement are shown as mill and overlay streets on the .
attached map.
CIP Discussion
. 1/18/2007
Page 3
Staff also attempted to uphold a ncighborhood approach whcn feasible. In ordcr to
capturc mill and overlay streets, staff developed a regional approach. The 2007 PMP
includes mill and overlay streets in the southern portion and seaIcoats in the northcrn
p0l1ion of the City. In 2009, the rcgions are reversed. The previous ('ll' listed Snelling
A venue to bc constructed in 2008 and the Glcnarden ncighborhood in 20 10. The current
ClP has reversed these two projects. If Snelling A venue was reconstructed firs\, heavy
truck traffic would drive ovcr new pavcmcnt to access the Glenarden neighborhood,
which is not desirable. Postponing Snelling A venue to 20 10 also allows time to research
and apply for possible grant opportunities for the Snelling A vcnue Regional Trail. as
Council cx pressed an interest in constructing this in conjunction with the street
reconstruction.
MSA pg)j~<2~
Based on the discussion from the April Work Session. staff has attempted to incorporate
the projects eligible fc)r MSA funding into the 5-year ('Il' in the ordcr of preference
indicated by thc Council. Funds are available for a Cooperative Agreement with Mil/Dot
for the County Road E bridge project. Funding applications arc due in Octoher, and if
selected. the funds would bc available for fiscal )Tar 200g; meaning the project would
nced to bc completed by June 30, 2008. Stalf would like to confirm that the Council
. would likc to pursue this funding. This project is cum~ntly shown in 200~. with the north
side option, since this was Council's most recent direction. The south side option costs
have been listed in thc comments for int<mlwtional purposes.
P<!Iks and Re~:.reation
Hard court surface improvements have been included in the ell': the costs are currently
listed in the Gencral Fund, based on the discussion at the last Council meeting and
pending further analysis of the Park Fund. Stafr is currently researching and developing a
maintenance plan Ic)r City trails. Staff has postponed trail signage to 2008 to allow time
for research and the development of guidelines. Valentine Park improvements have been
listed with "unassigned" projects. More analysis is needed to detennine a realistic scope
of the project, as well as estimated costs.
Sanitary Sewc.t:_f!Jnd- 1&1, Lilt Stations and S(,ADA
Based on the preliminary surcharge indicated by Met CounciL $) 00,000 has been added
to the ('IP each year. Staff will apply for credit for work to be done each year to avoid
paying the surcharge to Met Council and allowing thc funds to be spent directly on
projects in the City. This mitigation work would include manhole repairs (scaling and
raising), sanitary sewer pipe lining, and other related efforts to reduce 1&1.
The lif1 station replacement scheduled fIX 2006 and the possibility of acquiJ;ng SCADA
are both listcd with "unassigned'. projects. Roseville is still researching options f()r
. SCADA upgrades, and still hopes to begin this work in 2006. Arden IIills would 110t be
required to commit at the same time, and would have the option to join in later. if we
choose to. The rcmaining f()ur Ii n stations arc still functioning and can be properly
CIP Discussion .
III R/2007
Page 4
maintained until the fund is healthy enough to support these project costs. According to
O&M, lin stations J I and 13 should be replaced befl)re I and 12. Therefore, staff feels
that the lift station project should be split into two projects; by replacing two lift stations
at a time, the sanitary sewer fund will be drawn dO\vn more gradually than if all f()llr were
replaccd at once.
Stonl1 Sewer Fund- Storm PQnd Maintenance
As part of the MS4 pennit/Storm Water Pollution Prevention Plan (SWPPP), the City
needs to be monitoring and maintaining City ponds. This has not been donc as needed to
date. Funds have been budgcted over the next three years to allow the City to get where it
needs to be with this program. Stafl plans to develop and manage a maintenance program
in the future that will be incorporated into the City's annual opcrating budget.
Water Fund
An assessment of the South \vater tower was conducted in 2005, indicating thc need for
somc maintenance work. This work is currently listed with "unassigned"" projects: staff is
evaluating the recommended maintcnance and will schedule the work accordingly. so that
the level of maintenance does not increase.
Equipment .
O&M has reviewed thc equipment inventory and prcpared a replacement schedule. Stafr
is currently still evaluating the options for the water tanker. The Toro Groundmaster
scheduled for purchase in 2006 was postponed to 2009, and the purchase of a generator
was postponcd indefinitely. Staff will continually evaluate the condition of all pieces of
equipment to prevcnt the purchase of equipment that docs not yet need replacement.
CONCLUSION
Staff requests Council input and direction as outlined in this report. We will then fine tunc the
CIP and bring it to a future \vork session.
.
. ~
~ EN HILLS
MEMORANDLJM
DATE: August 17, 2006 AGENUA ITEJ\I 2.B
TO: Mayor and City Council
Michelle Wolfe, City Administrator
FROM: Kristine Giga, Civil Engineer
SLJBJECT: CIP Discussion
. BACKGROtJND
Stan-has continued to review and revise the City's Capitallmprovemcnt Plan (CIP) hased upon
previous direction from Council and further financial analysis. Attached is the current CIP
worksheei.
We anticipate some more revisions hef()fe t()fInally submitting the prop(lsed CIP Il)r approval, as
stafl is requesting additional input and guidance from Council on a lew items.
DISClJSSION
2006 Proiects
Since the last Work Session, a few more revisions have been made to the 2006 hudget.
The Emergency Vehicle Preemption work Ramsey County scheduled t(lr this year docs
not include any intersections in Arden Hills as was previously anticipated. The funds for
the intersections shared with Shoreview have heen rescheduled and added to the
intersections already slated t(ll- 2007. Based on the Council's latest discussion on
Gateway signs and the wish to reevaluate the project altogether. this item has been moved
to the unassigned projects.
Additions to the 1006 hudget arc the construction of the acccss road for Vaughn tower
(estimated cost S 17.603.28) and the replaccment of the driveway at 3153 Shoreline Lanc
. (estimated cost SI5,562.56). The 2004 PMP includcd the reconstructiun of the concrete
alley of Shoreline Lane. located north of Fdgewater A venue. The alley is experiencing
....tvktw illet.lJs ardellhills'.PR&P\V',!::llgincerilllo"]OO(>".Work St"ssil>ns 1:(-17-0(, Memo UP.doc
CIP Discussion
1 II 8/2007 .
Page 2
settlement, causing severe cracks in the concrete. This is likely duc to settlement in the
trench that was dug for sanitary sewer installation. Although the warranty f()r this project
has expired, the contractor, Arnt Construction, does plan to correct the deficiency. The
contractor has indicatcd he would like some assistance to pay for the cOlTective work:
early conversations indicated that the contractor would pay for the removal and
replacement of the concrete, asking for the City to pay for any additional base material
that may be needed in preparing/ensuring a proper subgrade. Staff is expecting estimated
costs from the contractor in time for discussion at thc work session. These costs are
proposed to be funded through the Gcneral Capital Fund.
2006 PMI' Update: As you know, construction has begun on the project. Utility work is
well underway- the forcemain and watermain boring has begun, as well as storm sewcr
construction in various arcas of the neighborhood. The general contractor is heginning
street work along Skiles Lane this week as well. A brief update will he provided at the
work session, as the contractor's schedule can changc frequently depending on site
conditions or unexpected delays.
Easements: Staff has been diligently working to acquire the necessary drainage
easements. The Beach Club has signed a right of entry, allowing the City onto the .
property f()r construction of the ponds. Once construction is complete. the actual
casement document will be signed. Staff has been working with Arlene Boutin at 1600
Lake Johanna Boulevard to construct another storm pond and enhanced wetland arca. Ms.
Boutin has rcceived documents prcpared by the City Attorney, and is in the process of
reviewing them. Ms. Boutin has also submitted a preliminary plat fIX the September
Planning Commission meeting to reconfigure four lots to three. We have received a
signed eascment f()r the construction of a boulevard catch basin along Lake Johanna
Boulevard. Staff is still working on threc other casements over existing storm sewer that
the City does not currently have easements for. The worst case scenario It)!, these three
situations is that the pipe will continue to exist with no casement over it.
gain gardens.; StatY is currently working on a memorandum of understanding to bc shared
with each of the rain garden recipients. Thc memorandum will summarize the process
for constructing the rain gardens, indicate that the rain gardens will be planted by the
homeowners with guidance from City and URS stafe and that the rain gardens will he
maintained by the homeowners. We will ask that the homeowners sign this fornl as a
good faith understanding, indicating that the document is not binding to the property in
any way, hut a f(mn fIX everyone to understand the responsibilities of all parties
involved.
Asse_~<;ments; The assessment hearing is scheduled f()r August 28, 2006. Two items have
been hrought up that the Council may want to discuss in preparation f()r the hearing. The
first regards how the assessment is detennined. The policy currently states that the .
asscssment is based on the engineer's estimate, hut also states that City Council retains
CIP Discussion
. 1/18/2007
Page 3
the right to make adjustmcnts to the policy as it deems proper. The assessment currently
being proposed is based on the contractor's revised bid.
The second item that Council should consider is how to address "through" lots as they
relate to asscssmcnts; nothing is stated in the assessment policy f()r such a lot. Several
residents in the Ridgcwood neighborhood have cxpressed a concern on this issue. as they
have properties that front Ridgewood Court and either Siems ('ouli or Ridgewood Road.
Properties abutting Ridgewood Court were assessed inl 996 for the mill and overlay of
the road and residents have expressed concern about being assessed twice for
improvements.
Both of these items willlikcly be brought up at the assessment hearing. The Council will
need to respond to these concerns; whatever is decided f()r this project may creatc a
prccedent for asscssments on future projects. Staff recommends a Council discussion at a
future work session to consider revisions to the assessment policy to morc clearly addrcss
the ahove-mentioned concerns.
2007 Proiects
. The following projccts are proposed for 2007; anticipated funding sources have been
listed with each project.
2007 PMI' M&O/Sealcoat: As discussed at the Julv Work Session. staff is rccommending
-"---..- ".-..-..- -' . '-
a regional approach to the mill and overlay and sealeoat projects over the next five years
to capture these streets bcfore they slide into a more expensive maintenance category. A
revised 5-Year CIP map le)r 2007-2011 has been attached. No revisions were made to
strcets proposed f(x 2007 from previous discussions. Rcvisions for other years arc
discussed in the section describing 200X-20 11 projects. Spot utility repair will be
incorporated into the projects, including items such as gate valve or hydrant repair
(watermain), catch basin/manhole repair (stonl1 sewer). and manhole repair or pipe lining
(sanitary sewer). Funding source: General Capital Fund, Gcneral Fund, Enterprise Funds
(Watermain, Storm Sewer, Sanitary Sewer).
Old tl~/-.rP R,~il~ridge: As discusscd previously, staff and Council have agreed that
\vhile the railroad company is willing to cooperate on this project it should hc scheduled.
Funding source: Special Revenue Parks Fund.
St9sm Pond .Maintelhlllce: Staff will evaluate and develop a maintenance program to
ensure that the MS4/SWPPP requiremcnts are being met. Funding source: Storm Water
Fund.
. J~L. Stall' will continue to evaluate what needs to be done to reduce 1&1 and proceed
accordingly. This mitigation work could include work such as manhole repairs (sealing
'.
CIP Discussion .
III R/2007
Page 4
and raising), sanitary sewer pipe lining, and sump pump inspections/disconncctions.
Funding source: Sanitary Sewer Fund.
CUII1J]lings Park: The hard court surfaces are proposed for reconstruction. Funding
source: Special Revenue Parks Fund. This is a changc from prcvious discussions; and
explanation is described in the Parks and Rccreation scction later in this report.
Emergcncy Vehicle Pre-emption: As mentioncd earlier, the signals at the intersections
sharcd with Shorevicw were postponed by Ramsey County, thercfore, all of thc costs t()f
this projcct arc now included in the 2007 budget. Funding source: State Aid Fund.
WateLjanker: A separate memorandum has been attached with staffs findings and
recommendations.
TraiJ maintenance plan: Staff is working on creating a maintenance plan ftlr thc City's
trails. One option the City could consider to establish this is to use outside consultants f()r
trail evaluation and dcvelopment of a maintenance plan. This could be accomplished by
expanding GoodPointe's scrvices to include trails. They havc cvaluated trail systems in
other cities and have assisted in developing trail maintenance plans similar to pavement .
managcment programs. GoodPointe has provided a cost estimatc of just undcr $5,000;
approximately $2,250 ft)r the fic]d inventory and condition survey. $2,080 for a 40-hour
support agreement (which could also be used for street needs, if we have hours lcft over),
and a S500 data set maintenance fee. The data maintenance fee is usually $] ,500, but
with the existing agreements between Roseville and Arden I \ills, this data set would
qualify as an additional set, which is provided at a discounted rate.
2008-2011Proiccts
Pa~~cment M.nnagement Pf!)gram (PMP)
Staff continued to work with GoodPointe in evaluating street conditions and the
appropriate improvcments to each street sq,'lllent. An updated map of the 5- Year CIP
(2007-20] 1) has been attached. Based on further analysis and review. some street
segments were added to projects later in the 5-year cycle. Costs have becn updatcd
appropriately in the CIP spreadsheet.
At the last work session, Council requcsted infonnation streets that v>'Ould be includcd
beyond the CUlTent 5-Year CIP. A map has been included in this report that summarizes
the rccommendations from the ICON program for the years 20] 2-2016. The projects
have not been broken down year by year, but the map gi ves a gcncral idea of the type of
maintenance that is anticipated ftlr streets throughout the city. As with the 5-ycar plan,
staff reviewed GoodPointc's results and made some adjustments bascd on maintaining a .
neighborhood approach for reconstruction projects, not recommending mill and overlays
for streets with drainage problems, lack of curb and gutter or lack of a sufficient base.
.
CIP Discussion
. 1/18/2007
Page 5
The program indicated that an average of approximately $1.2 million would he spent
annually on strcet maintenance (not including utility improvements).
MSA Proiects/C<>'~!!lty Road E Sidewalk Improvements
Based on discussions at the April Work Session, staff has attempted to incorporate the
projects eligible I{)r MSA funding into the 5-year CIP in thc order of preference indicatcd
by Council. No changes to the project order have heen made since the .July Work Session.
At the last work session, Council requestcd additional inf()rmation from stall regarding
the County Road E sidewalk improvements. Attached arc summaries of responses from
residents along hoth the north and south sides of the street. While not everyone
responded, threc residents on each side of the street responded that they were against the
project being on their side of the street. One resident from the south side of the strect
responded they wcre in favor of the project. No recent contact has been made with any of
the residents.
Another question raised at the last work session was Ramsey County's schcdule for
construction. According to Dan Soler of Ramsey County, projects listed on the County's
spreadsheet become eligihle f{)r funding in that year; just because they arc listed docs not
. mean that the projects will actually be completed. Ramsey County has indicated that they
currently have no funding availahle. If the county were to apply t<)r federal funds lor this
project, the earliest they would receivc any is 201 I.
parks and R~crcation
Staff has revie\vcd funding possihilitics t<)r the park and trail improvements. Park
dedication fecs help make up the Special Revenue Park Fund; hecause of this, certain
rules apply to how these funds can he used. Minnesota State Statute 462.35~ states that
park dedication funds can he used f<)r reconstruction and new construction purposes, but
not for ongoing operation or maintenance purposes. Based on this inf()fl1lation, statf has
made some changes regarding proposed funding of park improvement projects. The
funding fIX the hard court surface reconstruction at Cummings Park has heen reallocated
to come from the Park Fund. The remaining hard court surface projects arc currently
listed under the General Fund, as it is anticipated that these will he maintenance projects.
llowever. staff will reevaluate each project as it comes up to dctermine the appropriate
funding source.
As mentioned earlier in this report, staff is evaluating how to best create and develop a
maintenance plan for the City's trail system. Staff is also working on evaluating the
potential for future improvements at Valentine Park. Staff will rcport its findings back to
Council at a future date for hoth projects.
. F4!!i.Qm~n!
Staff has reviewed the equipment inventory and preparcd a replacement schedule. Staff
has descrihed its tindings on the water tanker in the attached memorandulll. No other
.
CIP Discussion .
] 118/2007
Page 6
changes have been made to the schedule that was presented at the July work session.
Staff will continually evaluate the condition of all pieces of equipment to prcvcnt the
purchase of equipment that does not yet need replacement.
Enterprise Funds
A utility rate study was performed in 2004, however. the infl)rnlation used in this study
was incomplcte, which, in turn, did not providc the most accurate results. Based on the
factors described helow, Council may want to consider updating the current utility rate
study in 2007.
Sanit!fY Sewer FJ:!!lQ
1&1: The City was not aware of the surcharges Met Council would impose on
cities that had an excess flow of inflow and infiltration at the time of the utility
rate study. Staff will apply for credit fl)r work to be done each year to avoid
paying thc surcharge to Met Council. Howcvcr, the City will need to allocate at
least $100, I 00 pcr year for the next five years until it is proven that 1&1 has been
reduced to an acceptable level. .
1jJLStations ;lI1d SCADA: These projects are still listed with the "unassigned"
projects. The remaining four lift stations are still functioning and can be propcrly
maintained until the fund is healthy enough to support these project costs.
Roseville is mceting with potential vendors in the very near future to discuss the
costs and tcchnical logistics of incorporating Arden I-hils into Rosevillc' s new
SCADA system. Stafrwill report information to Council as it becomes availablc.
Stornl Sewer Fund
This fund will continually bc drawn down, even 111 '"lighter" PMP years. The
requircments imposed by thc Rice Creek Watershed District and thc MS4 permit
(SWPPP) for treating stormwater runoff arc constantly increasing. In turn, rising
construction costs are making these requirements morc expensive as well.
Water Fund
Thc O&M Department did some of the minor repairs listed in the watcr tower report.
included the replacement of the screen on the overl1ow pipe and grading around thc
tank's f()lll1datioll. Thc report recommends the rest of the rcpairs bc completed within
thrce years; theref(xe, these costs have been included in the project list for 2008.
Roseville and St. Paul rccently renegotiated their water contract. In turn, Rosevillc and
Arden Hills renewed their contract as well. The rate increase that resulted from
renegotiations was not incorporated into the 2004 ratc study.
.
.
CIP Discussion
. 1118/2007
Page 7
CONCLUSION
Staff requests Council input and direction on the following items:
. Proposed 2007 Capital Improvements- docs the Council have questions or concerns
regarding what is proposed?
. County Road E Cooperative Agreement- n0l1h sidc vs. south side discussion
. Pathways/Parking lots inventory/maintenance plan- would Council he in favor of pursuing
outside consulting to assist staff in establishing a maintenance plan?
. Utility Rate Study- should thc current rate study be updated in 2007?
.
.
. ~
~~HILLS
MEMORANDUM
DATE: January 22,2007 Agenda Item 2.C.
TO: Honorable Mayor and City Council Members
Michelle Wolfe, City Administrator
FROM: Greg Hoag, Public Works Director
Schawn Johnson, Assistant City Administrator
SUBJECT: City of Arden Hills and Ramsey County Emergency Operations Plan and
Procedures Overview
Mr. Judd Freed (Ramsey COlinty Emergency Management Director) ,md Ms. Krysta Reuter
(Ramsey County Emergency Management Coordinator) will be attcnding the January 22nd work
. session to provide the City Council with an overview of the emergency management services
provided by Ramsey County, requircd National Incident Managemcnt Services (NIMS) training,
and the county-wide Emergency Operations Plan (EOP). Sincc September 11, 2001, emergency
management and homeland security have become very imp0l1ant issues for local government
entities. The Ramsey County Emergency Management and Homeland Security Department has
been working with local governments in Ramsey County for a number of years in creating an
Emergency Operations Plan that is user friendly and can be used county-wide.
For your review, please find attached a copy of the City's Emergency Operation Procedures and
a copy of the Ramsey County Emergency Management Plan that \Vas adopted by the City
Council on November 14, 2005. City staff is currently working with Ramsey County on
updating the contact information for new City Councilmember"s and City stalT.
Recommendation
City staff is requesting City Council input regarding the City's Emergency Operation Procedures
and the Ramsey County Emergency Operations Plan.
Attachments:
. City of Arden Hills Emergency Operations Procedures
. Ramsey County Emergency Operations Plan
.
.
EMERGENCY OPERATION
. PROCEDURE
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 play
1245 WEST HIGHWAY 96
ARDEN HILLS, MN 55112
PHONE: 651.634.5 120 FAX: 651.634.5137
. E-ma1 I: citvhalj(cj)ci .arden-hills.mn.us
....-....--.---.....-..,..-...:----------------
PLEASE NOTE .
The City of Arden Hills makes every attempt to ensure the infonnation in this Emergency
Operation Procedurc is current and accurate. We are continually in the process of
updating and adding information to the Master Copy located at City Hall.
The Emergency Opcrating Procuedre is scheduled for annual updating to all plan holders.
If you find any information to be inaccurate or if telephone numbers and contact names
change, please contact the Administration Department of the City of Arden Hills at
651.634.5120 or fax changes to their attention at 651.634.5137.
Thank you tl)r your cooperation.
.
EOP BOOK NO. OF
DATE OF ISSUE:
(As this plan is annually updated, please destroy any prior copies. Thank you.)
.
.
CITY OF ARDEN -HILLS
EMERG_ENCY OPERATION
PROCEDURES
.
Updated: _December 12, 2006
.
TABLE OF CONTENTS
Page .
V cri fication of Plan Approval..... ...................................... ........... .................... ........... ........3
Emcrgency Management Ordinance.......................... ..... .... ............................ .... ........... .....4
F orc\vord ...................... ....... ....... ......... ... ...................................... ...................... ......... ..... ...4
Reason tor PI an................... ... ................. ... ............................ .................. ................ .... .... ...5
Emergency StalfOrganizational Chart - Chart A ..............................................................6
Emergcncy Operations Center... ................. .................................. .......... ..... ......... ........ ......7
[)ircction and C~ontrol ......... .......................................... ...... ........... ... ........ ...... ................... .8, 9
Succcssion of Authority.......... ..... ........ .............................. ............................. ....................10
Emergency Rcsponsibility Assignments................ ..... .................................... ....................11-13
Operation Policies and Support ............... ....... ....... .............. ..................... ..........................14-15
\'vI ayor' s Checklist..... .................................. ................... ................................................... ..16
City Administrator's Checklist ................ .......... ............................................. ....... .............17
Emergency Public Information ....... ............... .......... .................... ............................... ........18
Arden IIi 11 s Alcrt Call Li s1.................................................................................... ... ..... ......19
Media Sources............................ ............ .................................................................... ........ .20
Salnplc 'N e\vs Release........ ......................... ................................ ................................ ....... .21
Emergency Management Director' s Check list ........................ ....... ...... ....... .......................22
Assi stant Ci t y Administrator's Responsibi I ities . ...................... ................................. .........23
Community Development Director's Responsibilities...................................... .....24
Bui Iding Official's Rcsponsibili tics............... .................. ............... .................................. ..25 .
Opcrations & Maintenancc Director's Checklist ............. ............................... ......... ......... ..26
Park and Recreation Supervisor's Responsibilities ............................................................27
Chiei' Financial Oft-icer's Responsibi I ities............... .......................................................... .28
Sheri fr s Responsi bi Jities .......................... ................................ ...................................... ... .29
Fire Chief s Responsihil ities.. ..................................................................................... ...... ..30
Medical and First Aid. ................................................ ................................................ ...... ..3 ]
\V clrlling and Call Noti fication List..... ... ........ ...... .......... .... ......... .... ............................ ........32-34
Emergency Organizations and Call Lists................... .................. ........ ........ .......................35-38
City of Ardcn Hills Radio Ini'onnation ........ ............ ........................ ............ .... ...................39
Medical Exam iner .................................................................................................. ..... ...... ..40
Evacuation S itcs.................................................................................................................. 41-44
C' j ty Map............................................................................................................................ .45
.
2
VERI FICA TION OF PLAN APPROVAL
.
The City of Arden Hills Emergcncy Operations Plan has heen revie\ved and approved by the Mayor
and by the Ardcn I Iills Emergency Managemcnt Director (City Administrator) on this date.
-.--- .--.. - -.---- -- ---- -- -
Mayor Date
---...-. ---. ----.-- .- .-- ------. --.. .. - ---.-----. - --. .. ~_..
Emcrgcncy Management Director Date
(City Administrator)
TRANSFER OF OFFICE
. Tf-IIS DOCUMENT SHALL REMAIN THE PROPERTY OF TilE
CITY 0]. ARDEN HILI~S
Upon tcrmination of otlice hy reason of resignation. elcction, suspension, or dismissal. the holdcr of
this document shall transfer it to his successor or to the Arden Hills Emergency Managcment Director
(City Administrator).
Copy Numher: -- .-- -.--- Assigncd to: ___ .._._...._. ._"n.
.
3
CITY OF ARDEN HIl~LS
EMERGENCY OPERATION PROCEDURES .
Authority for the Arden J Iills Emergency Management program is established by Public Law 920,21 st
Congrcss of Minnesota, Statc Civil Defense Act of 1951, as amended, and Chapter 7 of the City of
Arden Hills Municipal Code. Refcr to this Code f()r detailed information.
Foreword
The basic purpose of this plan is to providc a guide for emergency operations. The plan is intended to
assist key City officials and emergency organizations to carry out their responsibilities for the
protcction ofli fc and property under a wide range of cmergeney conditions.
Although an organization may have the tc)resight to plan f<.n anticipated situations, such planning is of
littlc value if it is not reduced to written foml. Personnel with intimate knowledge of unwritten plans
may bc unavailable at the vcry time it becomes necessary to implement them. A written plan will
fumish a documentary record \vhich can be referred to as needed. This documentary record will serve
to refresh the knowledge of key individuals and can be used to infi:mn persons who become
rcplacements.
Updatine. and Distribution .
For pUlvoses of this plan, the City of Arden Hills Emcrgency Management Director shall serve as the
Planning Coordinator. As such, the Director will have overall authority and responsibility f()r the
maintenance of the plan. The City Council has designated the City Administrator as Emergency
Management Director.
This plan will be reviewed and updated as necessary; but at least once every year. The Arden Hills
Emergency Management Director (City Administrator) will be responsible !()r cnsuring that this
updating occurs. In order to canoy out this task, the Director may request assistance from the Ramsey
County Emergency !'vlanagement Director. This plan has been distributed to all City Govemmcnt
departments and agencies that have emergency assignments in the event of a major disaster in the City
of Arden Ilills. A plan distribution list will be maintained by the Arden Hills City Emergency
Management Director.
.
4
Rcasons for the Procedurcs
. Tomadocs, floods, blizzards, and othcr natural disastcrs can atlect the City of Arden Hills. In addition.
major disastcrs such as train wrecks, plane crashcs, explosions, accidcntal releases of hazardous
materials, and enemy attack pose a potential threat to public health and safety in Arden Hills. An
emergency plan is needed to ensure the protection of the puhlic from thc effects of these hazards.
Purposc of the Procedurcs
The City of Arden Hills has many capabilities and resources which could be used in response to any
major disaster. These include the hlcilities, equipment, manpowcr, and skills of both govemment and
non-government professions and groups in Arden Hills. The purpose of this plan is to ensure the
ctfective coordinated use of these rcsourccs to:
I. Maximize the protection of life and property
2. Ensure the continuity of government
'"' Sustain survivors
_J.
4. Repair essential facilities and utilitics
I.cgal Basis and References
. l. Public Law 920, as amendcd
2. Minnesota State Statutcs, Chapter 12, as amended
1. City 0 f Arden H ills Municipal Code, .Chapter 7
4. Mutual Aid Agreements
Organization
Existing government is the basis for emergency operations. That is, government agencies will pert<mn
cmcrgcncy activities related to those they perform on a day-to-day hasis. City organization,
responsibilitics, and interrelationships are shown on Chart A of this Basic Plan.
.
5
CITY OF ARDEN HILLS
E!\lERGENCY OPERATIONS PLAN CHART A
EMERGENCY STAFF ORGANIZATION
PUBLIC MAYOR ACTING MAYOR
INFORMA TION
CITY
ADMINISTRATOR COUNCIL
(E:\1ERGENCY MEMBERS
MANAGEMENT BY SENIORITY
l DIRECTOR-OR
DESIGNEE)
-
GOVERNl\1 ENT EMERGE1'<C\' COM \n:N IT\' Public Works POLICE
OPERA TlON and OPERATIONS DEVELOPMENT Dt'partment Ai\D
AD:\H\ISTR:\ TION CENTER INSPECTIONS FIRI<:
C,olernment Operations Warning Systems Emergency Engineering Utilities I.all' En forcement
(ieneral Administration EOC Management Inspection Roadways Traffic Control
Legal & Financial Community:\'lanagcment [)~ll1lage Assessment Emeri!ency Equipment Security
Information Resource [\,lanai!ement Emergency Repairs Manpower Fire Suppression
Economic Stabi I ity Cost Esti mates Flood Control Reseue
Reports 8.: Records [\'bps " Charts Debris Disposal Evacuation
Emergency Housing Shelter :vlanagemelll Crisis Relocation
Water i Food Health Services
Public Transportation
. . .
. EMERGENCY OPERATIONS CENTER (EOC)
l. Check fClr Warning System activities
2. Alert the Mayor and Council by land line telephone or cell phone
3. Activate the Emergency Operations Center
4. Alert the Emergency Preparedness Staff
5. 1 look up the emergency communications system
6. Initiate the Action Log and Record File
7. Estahlish contact with Ramsey County Homeland Security and Emergency Operations, Ramsey
County Sheriff: and Lake Johanna Fire Depm1ment
8. Brief Mayor. Council, and Staff on conditions of emcrgcncy
9. Assemble and brief disaster recovery personnel
. 10. Dispatch disaster personnel and survey teams
IJ. Dispatch damage assessment teams to disaster area
12. Review data and rcports for declaration of emergency
13. Respond to changing conditions as appropriate
14. Assist elected officials in preparation of press release
.
7
Direction and Control
.
The dircction and control of governmcnt operations from a centraL protected racility with adequate
communications and key pcrsonnel is esscntial to the conduct of cmergency operations. This facility
wiJj he known as the Ardcn Hills Emcrgency Operating Ccnter (EOC) located in the Council Chambers
at Arden Hills City Hall. Alternate locations tor the Eoe are the Lake Johanna Fire Station #1,3246
New Brighton Road, Arden Hills, (65]) 633-0349, and thc Ramsey County Emcrgency Services Officc,
1425 Paul Kirkwold Drivc, Arden Hills, (651) 266-7100.
l. Criteria for EOC Activation
The degree of Arden Hills EOC activation will he dctcnnincd hy the sevcrity of the cmergency.
· The EOC may he pa11i~!11L<!~!jvated due to a potential threat to lite or property from severe
weather, i.e., tomado, flooding, hlizzard, civil disturhance, hiologicaL or a hazardous materials
incident/accident that is an uncontrollcd release of a rcportable product.
. The EOC will he fuJJ-Y-.n~tivatcq in response to an emcrgency resulting in a threat to lit(: and
propcrty. This would include, hut is not limited to, tomado touchdown or flooding causing
damage to thc puhlic and privatc sector and requiring a coordinated response etlort, or a
hiological-hazardous materials incident/accident involving the responsc of several agencies,
including federal and state, as well as surrounding countics and municipalities.
2. Responsibility for EOC Activation .
In the cvent of a major disaster, City statlwould be expected to automatically rcport to the EOC
(City Hall); howcver, the City of Arden Hills Emcrgency Managemcnt Dircctor is responsible for
ensuring that the EOC is activatcd according to the criteria discussed ahove.
3. Staffing of the EOC
Thc statting list for thc Ardcn Hills EOC is 011 file with the Ardcn Hills Emergency Management
Director. Each department/agcncy which is represented in thc EOC is responsible for cnsuring that
its representative is familiar with the duties which he/she is cxpected to perform at the EOe. (See
Call List section).
4. EOC Equipment/Supplies
The Ardcn Hills Emergency Managemcnt Director is responsible for ensuring that the FOC is
operational. The necessary maps, displays, tablcs and chairs. communications equipment, message
logs, etc., arc on hand and available for use in the FOe.
.
R
5. Communications Capability
. The Emergency Management Director has been given the responsibility of ensuring all
communication systems (primary and alternate) are operational and communication links between
response personnel and EOC operations are identified.
Communication links are established between the City and the following organizations:
. Arden Hills departmental units by direct connect cell phone.
. Ramsey County Sheriff Dispatch by radio
. County wide or state wide channel
. MINSEF emergency channel
. Land line telephone
6. Communications Capability-Residents
Communication links may be cstablished between the City and its residents through the follow
avenues:
. Telephoncs
. Local Radio Stations
. Local Television Stations
. Group E-mails or list serves
. Door to door communications within the different neighhorhoods
. 7. Support I>ocumcntation
'The following support materials arc kept on file in the Emergency Management Director's Office:
. Ramsey County Emergency Operations Plan
. City of Arden Hills Emcrgency Operations Procedure Manual
. Rcsourcc Manual for iists of equipment and supplics
.
9
EM KRGENCY OPERATIONS - SlJCCESSION 0]; AUTHORITY
.
City officials and employees may not always be present or immediately available fix the management
or governmental functions at the start of an emergency situation.
Under such cmergency conditions the succession of authority and governmental control for the City of
Ardcn Hills is as stat cd below. Thc Warning Officer (On-Duty Ramsey Count)! Sheriffs Department
Supervisor) is rcsponsible f(x contact of pcrsonnellisted below.
Succcssion of authority for the City of Arden Hills is:
I. The Mayor
') Acting Mayor
3. Council Mcmbers (By order of seniority)
Succcssion of managemcnt for the City of Ardcn Hills is:
4. City Administrator
5. Acting City Administrator
6. Assistant City Administrator .
7. Public Works Dircctor
R. Financc Director/Treasurer
<). Community Development Director
]0. Building Official
]l. Planner
.
\0
Emer1!encv Responsibility Assignments
.
A. A summary of the City of Arden Hills emergency responsibility assignments, by function, is
shown on Chart B. Heads of the various city government departments and agencies will be
responsible for carrying out the assignments shown on this chart.
B. Responsibilities have been assigned by a code letter: "P", "S.., or "C".
1- "P" indicates vrimary operational responsibility, which means the official or agency is in
charge oC and responsible to make provision for, that function.
2. "S" indicates ~P_QI1 responsibility, which means the agency so assigned will, as far as
possible, support and assist the oflicial or agency designated primarily responsible.
'"' 'C' indicates coo[<Jjnation responsibility, and is assigned when several agencies have
., .
support capability but no specific official or agency has obvious primary responsibility.
This will be especially true when non-governmental agencies arc involved.
.
.
II
CHART B
EMERGENCY RESPONSIBILITY ASSIGNMENTS .
FUNCTION RESPONSIBLE AGENCIES REMARKS
I. Warning and Notification Ramsey County Sherin:s Officc "p.,
2. Dircction and Control Emcrgency Management Director
City Administrator "p" & "C"
1. Emergcncy Public City Administrator "p,.
Infc)rmation Mayor "s"
4. Search and Rcscue Firc Departmcnt "P" ,
Ramsey County Shcrifl's Dept. "S"
Fire Department Mutual Aid "S.,
5. Health! Medical Allina "P"
Firc Department "S.,
Ramsey County Sheriff's Dept. "s"
Red Cross .oS"
6. Evacuation and Ramscy County SheritTs Dept. "P"
Tra11ic Control State Patrol "s" .
Fire Department "s.,
Public Works Dept "s"
7. Firc Protection Fire Department "P"
North Suburban
Mutual Aid Fire Departments "S"
g. Damage Assessment Building Official "p,.
Public Works Dircctor "P"
Building Inspector "p.,
Assistant City Administrator .'S"
l). Congregate Care Red Cross "p"
Salvation AmlY "S.,
10. Dcbris Clearance Public Works Dircctor "p.,
Ramscy County Operations &
Maintenance "s"
II. Utilities Restoration Building Official "P"
Fire Marshal "S"
Public Works Dept "S"
12. Radiological Protcction Ramsey County Emergency Services "P"
Fire Department ,'s"
State Haz-Mat Teams "S.,
Codc~ "P" = Primary "S" = Secon(hlrY "C" = Coordination .
]2
El\'JERGENCY OPERATIONS
. ASSIGNMENTS AND RESPONSIBUJTES
Team #1: Government Operations and Administration
Team Composition: Mayor, City Administrator, (Acting City Administrator), Assistant
City Administrator, Community Development Director, Finance
Director, City Attorney
Responsibilities: Government Operations and Administration, Legal and Financial
Matters, Intelligence, Media and Public Infonllation, Economic
Stabilization, Records and Reports
Team #2 Emergellcv Operations Center Manae.ement
Team Composition: City Administrator (Acting City Administrator), Assistant City
Administrator
Responsibilities: EOC Management, Warning System Management, Emergency
Communication, Resources Management, Evacuation and Crisis
Relocation, FOC Rccords and Rep0l1s
T{'am #3 Ene.ineerine..lnspection and Damage Assessment
Team Composition: City Engineer, Building Official, City Building Inspector
Responsibi I ities: Emergency Engineering, Field Surveys and Inspections,
Emergency Repairs and Emergency Structures, Damage
. Assessment and Cost Estimatcs, Map and Charts
Team #4 Public \-Vorks Department and lJtilitv Svstems
Team Composition: Public Works Director, Staif and Crews
Responsibil ities: Water and Sewer System Operation, Electrical Power and Gas
Servicc. Roadway Clearing and Repairs. Debris Clean-up,
Removal and Disposal, Stornl Water Managemcnt and Flood
Control, Manpower and Emergency Equipment Managemcnt
Team #5 Ilealth & Human Services. Congregate Care
Team Composition: Public Works Director, Parks and Recrcation Manager;
Responsibilities: Emergency Housing and Shelter Managcmcnt, Emergency Water,
Food and Bedding, Emergcncy I lospital, Medicine and Morgue,
Public Transportation Services
Team #6 Police Fire and Rescue Services
Team Composition: Sheriffs Patrol Commander, Fire Chief
Responsibilities: Law Enli.m;cment, Traffic Control. Arca Security, Access Control,
Crime Prevention, Impounding and Custody, Fire Suppression,
Rescue Services, lJaz-Mat and RADAF
.
13
Operations Policies
1. Protection of life and property during an emergency is the primary responsibility of government at .
all levels.
2. In an emergency affecting more than one political jurisdiction, otlieials of all jurisdictions involved
will coordinate their services to the maximum extent possible.
" The City of Arden I hIls Emergency Management Director will assist in providing resource
.,.
coordination between government agencies and the private sectors.
4. City government resources must be utilized to the maximum before state or federal assistance will
he made available.
5. Each agcncy, department, or service of city government will maintain records during an emergency.
These rccords should include work hours, cquipment hours, supplies and materials consumed,
injuries to personnel. and damage to public facilities and equipment.
Support
I. National Guard
a) Overview
When a natural disaster'or other major emergency is beyond the capability of local government, .
support 1rom National Guard units may hc available. Only the Governor, as Commander-In-
Chicf of the Minnesota National Guard, has the authority to activate the Guard. The purpose of
the activation is to ensure the preservation of life and property and to support civil law
enf()rcement agencies:
. National Guard assistance will complement, and not he a substitute t()r county and/or city
participation in emergency operations.
. If made available, National Guard personnel rcmain under military command at all timcs,
but will support and assist county and/or city f()ITCS in the accomplishmcnt of a specific task
or tasks.
b) Request Procedurc
In the case of the County and the City or Arden Hills, the Sheriff must submit the request 1()r
assistance to the Governor's Office.
Requests f()r activation of the National Guard arc to bc submitted to the State Duty Officer by
calling (651) 649-5451.
.
14
. Support (Continued)
Military assistance shall be employed only to supplement and support city, county, and state
dl()rts. Military assistance may include: arca security, road blocks, crowd control, emergency
communications, emcrgency repair to roads, bridges, public structures and clean-up activities,
disaster control and similar functions not involving private properties, industry, and similar
activities.
The City of Arden lJills must be prcparcd to estimate the amount and type of assistance
rcquired. Typical requirements might include: Military Police, general personnel, heavy
equipment vehicles_ aircraft helicopters, transportable hospitals, tents and bedding,
communications systems, and any other type of military gear that may be available.
Specific instructions f(x obtaining military assistance can be described as f()llows:
. Insure that city emergency has been otlicially declared by the Mayor.
. Call initial request to the Ramsey County Sheriffs Office (65]) 484-3366. The Mayor
and Sheriff will coordinate the request and the Sheriffwill submit it.
. Prepare formal written request to Govcrnor' s Office.
. Follow-up with call to Governor's Office that request is in route (651) 296-3391.
.
. Advise City Stan: Police, and Fire Departments that military assistance has been
requested.
. Be prepared to provide areas and space for bivouac of personnel, parking f()!' equipment,
set up of communications cquipment. transportable hospitals, etc.
. Mect with the Military Commander, introduce personnel, and set up f()r
operation/control.
A summary of state and federal programs available to local governments which arc
experiencing or have experienced a disaster is containcd in "Disaster Response and Recovcry",
a handbook for local govcrnment. This documcnt was developed by the Minncsota Division of
Emergcncy Services (DES), and is on tile with the Ramsey County Emergcncy Managemcnt
Director.
Infonllation and assistance in securing state or federal suppol1 may be obtained by contacting
the Ramsey County Emergency Management Director. (See Call List Section).
.
15
Eme,'gcncy Operations Plan .
Standing Operatin!! Procedure Mayor
In the City of Arden Hills, the Mayor is responsible for providing ovcrall direction and control of City
Cio\'ernment resources involved in the rcsponse to a disaster. If the Mayor is not available, the
slIccession of Acting Mayor and City Council members by seniority will be followed. The City
Emergency Management Director will serve in a staff capacity to the Mayor, and will coordinate all
aspects of this plan. The City Emergency Management Director will also serve as a liaison with the
Ramsey County Emergency Management Director.
lVIA YOR'S CHECKLIST
l. Verify warning system operation
-----
') Obtain hriefing of status of emergency condition
-.---...----.--
3. Make contact with Lake Johanna Fire Chief and Shcliff as appropriate
4. Conduct tour of disaster site, as appropliate
-.----..-----
5. Prepare initial estimate of damage (no PIa relcase) .
..--.-----
6. Make decision on declaration of emergency
..-."--
7. Make contact with County Emergency Services as appropriate
x. l\:lake contact with Governor or State EOC as appropliate
-.. ----..-
9. Prepare tl>nnal prcss rei case
-- ____no _____
10. Prepare public infc.mnation releases
11. Review emergency situation tor nceded actions
.
16
. Emergency Operations Plan
Standing Operatine Procedure City Administrator
CITY ADMINISTRATOR'S CHECKLIST
I. Verify waming system operation -...-.. -- .-
2. Activate Emergency Operations Center -----...------...-
3. Initiate emergency call list -------- --"
4. Initiate Action Log and Record File
5. Obtain reports on emergency situation
6. Prepare outline for Council and Statfbriefing ---------
7. Contact Sheriff and Fire Department as appropriate ..---
8. Contact Ramsey County Emergel1l:y Management Services Office - "___0".
. 9. Check disaster area security ..---.----
10. Brief J\/tayor, CounciL and Staff on disaster situation
--.--. --------
II. Set up emergency city administration -.-.. ..--..-
11. Conduct survey of disaster area with Mayor
11. Set up Puhlic In!<lTInation Office ------.
14. Consult !inance and legal personnel
15. Set up emergency funding account .---
16. Assess local economy and industry requirements ------
.
17
Emergency Operations Plan .
Standing Operating Procedure Emergency Public Information
Purpose
The purpose of this Standing Operating Plan is to establish a plan for the orderly dissemination of
necessary information to the public, in a timely manner, during emergency or post emergency
l )perat ions.
Direction
All releases to the media \vill be made through the Public Infonnation Office (PIO). The Mayor or City
Administrator (or their designees) arc the only officials authorized to pert()fJll this role.
Method
During an emergency:
I. Evaluate the scope or emergency and appropriate 1'10 response.
') Establish media brieting room and time schedule f<:>r releases/updates. .
. If the scale of the emergency warrants, the SheritTs Department office at 1411 Paul Kirkwold
Drive. Arden lIills, (651) 266-7300 will be used.
- Smaller emergencies wj]] be addressed through the City Administrator"s office and City Hall
conference rooms.
. In all cases, the public will access infomlation through and from the City Administrator's Office.
'" Infixlll media of PIO plan, location, and schedules.
.J.
4. Meet with Operations Team leaders (or their designees) to assess content ofintlmnation release and
current incident status.
5. Open Public Infomlation Center to media and public.
(l. Release prepared message to the media and leaders of all city, state, volunteer, etc., service groups.
.
lR
. Emergency Operations 1>lan
Standing. Operating. Procedure Alert Call List
City ollicials and employees may not always be prescnt or immediately available for the management
of governmental functions at the onset of an emergency situation.
Under such cmergency conditions the succession of authority and govemmental control for the City of
Arden l-hlls is as stated helow. The Waming Officer is responsihle for contact of personnel listed
bel,\\v:
1. Mayor Stan Ilarpstead (651) 604-9097 (H)
(651) 646-2595 (W)
(651) 651-260-4235 (C)
2 City Council Memhcrs David Grant (651) 633-4187 (H)
(651) 633-4] 87 (W)
Brenda Holden (65] ) 636-2987 (H)
(65]) 201-5894 (W)
(612) 618-2333 (C)
David McClung (651) 633-3719(H)
. (651) 332-0352 (C)
Fran Ilohnes (651) 631-1866 (H)
.1. City Administrator / Michelle Wolfe (651) 458-5015 (II)
Emergency Management Director (651) 634-5120 (W)
(6]2) 716-3295 (C)
4. Ramsey Sheritf" Dept Bob Fletcher 911 or
(65]) 484-3366
). Lake Johanna Fire Chief Tim Boehlke 9] ] or
(65]) 484-3366 or
(651) 48]-7024
.
(9
Emug(~ncy Operation Plan A TT ACHMENT 1 .
Standin2. Operating Procedure Emergency Public Information
LIST OF ALL AVAILABLE MEDIA SOURCES
TELEPHONE
i\IFBI ,\ C'lTV N II "II K~'.U I",! Y NT '11
Minncapolis Minneapolis (612) 673-4000 (612) 673-4359
Star & Tribune
Saint Paul St. Paul (651)222-5011 (651) 228-5500
Piollcer Press
Arden llills Bulletin New Brighton (651) 633-2777 (651) 633-3846
Focus Newspaper Roseville (763) 706-0890 (763) 706-0891
\VCCO Radio St. Paul/Minneapolis. (651) 292-0334 (612) 370-0159
(St Paul)
(612) 370-0611
(Mpls.)
KSTP Radio St. PauliM inneapolis (651) 647-1500 (651 ) 649-1515
Minnesota News St. Paul/Minneapolis (612) 371-7211 (651) 696-0100
Ndwork Radio
i\'1illllesota Publ ic St. Paul/I\! inm:apolis (651) 290-1500 (651) 290-1295 .
Radio
WLTE Radio St. PauI/Minlleapolis (612) 339-9583 (612) 339-5653
-. .- --.. -.-
\VM IN Radio St. PauJiM inneapolis (651) 436-7216 (651) 739-4784
weco Telcvision St. Paul/lVlinlll'apo]js (612) 330-2500 (612) 330-2767
KMSP Television St. Paul/Minneapolis (612) 926-9999 (612) 942-0455
KARl--: Television St. Paul/Minneapolis (612) 546-1111 ( (12) 546-8606
KSTP Television Sl. PauliMinneapolis (651) 647-1500 (651) 642-4409
.
,20
. SAMPLI<~ NE\VS RELEASE
For I mmediate Release
The City of Arden l-hlls advises all contractors wishing to engage in repairs or reconstruction work
necessitated by our recent disastcr to obtain permits and copies of disaster damage inspection fonns
hefore proceeding with any work. (n addition, all contractors must be currently rcgistered with the
City of Arden Hills before permits may be issued.
All citizens and residents of the City of Arden Hills, please bc informed that the purpose of these
requirements is to screen out possihle opportunists from taking advantagc of thc current situation.
Furthermore, residents are cautioned and warned not to sign blank contracts, or agree to have work
perfi.mncd without first seeing the contractor's registration card, or allow work or alterations not
authori/.ed by the City of Arden I (ills Building Department.
-- ---- - .- .-. ------- ... .."--.------ .-...-
Signature
.
----.- .- -- ...-- - - ----..- _____.____. u_ _ ____ ....
Title
-...- -. -- -.--- ...- .-- -- --. -----
Phone Date
.
21
Emergency Operations Plan .
Standing Operating Procedure Emergency Management Director
RESPONSIBILI'fY: Overall Emergency Management and Resource Management
Emergency \Varning System Development and Management
Communications System Development and Management
Emergency Operations Center Direction and Coordination
EMERGENCY l\IANAGEI\U:NT DHU:CTOR'S CHECKLIST
(The City Administrator has been designated to assume this function by the City Council)
I. Verify warning system llperation
2. Activate Emergency Operations Center
--"-."
'"' Initiate emergency call list
,
-.._--- ---.. .-...--.- _..--
4. Alert Mayor and Council
:\ Set up FOC radio and telephonc
(). Obtain reports on emergency situation
---.--- ..-.-- ---." --....
7. Prepare outline I<)r Council and Staff briefing .
-. --- ..-.. -". --..-.-
x. Check contacts with COllnty Emergency Services
- "-------
(). Chcck cllntacts with Police and Fire Departments
----- ----.-- -- .
10. Brief Mayor. Council and Staff on emergency situation
.. "-- ---. -- -----.-
II. Insure action log and record systcm is established
---------
] 2. Assemble and brief emergency recovery crew leaders
---..-- - "----
U, Assess Public Works Department readiness (personnel and equipment)
-. ----...._. "-.- --. ..---
14. Assess disaster area security and Police requirements
-..--..
15. Public inl()ffnation, press release status and media contact
- ..-- ----- .--.. ..._---"----
16. Assess contacts with Red Cross and Salvation Army
_. _n_. ___..._
17. Assess Engineering. Inspection and Public Works Depal1ment readiness
-.------.-- ..-.
I R. Institute l.D. tag and record system .
-. --- .-... - ..-.---
22
. Emergenc~' Operations Plan
Standing Operating Procedure Assistant City Administrator
RESPONSIBILJTY: The Assistant City Administrator shall be informed of all mitigation
cfforts which might reasonably affect property uses. The Assistant
City Administrator shall also assist with the economic and structural
recovcry efforts for rcsidential, commercial and public property.
Application for funding or grants for disaster relief shall be
coordinated betwecn the Assistant City Administrator, Community
Devclopmcnt Director, and the Finance Director.
Set up record system on pel'sonnel time. equipment and supplies.
.
.
21
Emer"gency Operations I'lan .
Standing Operating Procedure Community Development Director
RESPONSIBILITY: The Community Development Ilirector shall be informed of all
mitigation efforts which might reasonably affect property uses. The
Community Development Director shall coordinate the economic and
structural recovery efforts for residential, commercial and public
property.
Application for funding or grants for disaster relief shall be
coordinated between the Assistant City Administrator, Community
Development Director and the Finance IlirectOl'.
.
.
24
. Eml'fgenc~' Opca-ations Plan
Standing Operating Procedure Building Official
RESPONSIBII.ITY: The Buildin~ Official shall direct all structural damage assessments
within the City. Liaison with other agencies or departments will
occur as necessary.
The leBO Ulliform Di.....uster lUitiJ!atioll Plall (Oil file ill EmerJ!ellcv
/t,Ja/laJ!emellt Director's Office) shall be the documellt J!ol'erllillJ!
dlllllaJ!e asses,.,'mellt.\'.
The following is a brief outline of steps to be followed:
Step J: Contact other municipalities requestin~
help with assessin~ dama~e.
Step 2: i\'Jake preliminary assessment of extent of damage
(areas involved).
. Step J: Set up inspection teams. Provide teams with maps,
report forms, placards, flashlights, clip board, staple
gun, camera, radio, hard hats, and gloves.
Step 4: Mail out instruction letters to homcO\vners.
Sample Public Information Release in PIO section
.
25
Emer~ency Opcl'ations Plan .
Standin2. Opcratin2 Procedure Public Works Director
RESPONSIBILITY: The Public 'Yorks Director shall coordinate all clean-up efforts
arisin~ from the disaster. This may include maintenance personnel
to cle~lr streets and remove debris, and en~ineering staff to assess
dama~e to roads, brid~es, etc.
PlJBLlC WORKS DIRECTOR'S CHECKLIST
I. Alert Puhlic Works personnel
..-- ---- "--. ..---
2. Obtain briefing on cmergency situation
'"' Take COLlllt of Public Works personnel and set up recovery teams
.) .
___n. ___. .._.____._
4. Revicw cmL'rgcncy equipment requirements
---------..--.
). Brief crews and dispatch to emergency area
-- --"--...----..-----....-
6. Review cmergency supply stocks .
..__.."----".---
7. Set up record system on personnel time. equipment time, and supplies
C(l.ilSUi11ption ----------..-- ...--
~ Review road clearing and L'mergency repair requirements
<. .
9. Review dehris collection and disposal requirements
_n. ._____......__.__.m
10. Assign crews to tree rL'mO\'al. boarding-up damaged structures, etc. -- .-... _.n'
1 ]. Review City water system and pump operation --. ---..--- -.-.- - .~_.-
12. Review sanitary sewer and Ii n station operation --.-.------.---..-----
13. Review emergency electrical power requirements .--..---- ..-...--.--
14. Review storm drainage channels and flood prone areas -.----....-.--
15. Maintain map record or emergency prohlem areas ..--- ----.--
.
16
. Emergency Operations Plan
Standing Operatin2 Procedur'e Parks and Recreation Manager
RESPONSIBILITY: The Parks and n.ecreation Manager shall have responsibility for the
entire public health spectrum, including:
Coordination of emergency shelter and housing in conjunction with
the American Red Cross and School District #621
Overall coordination of emergency transportation such as school
buses, ]\'ITC, etc.
Set up record systcm on personnel time, equipment, and supplies.
Coordinate and assist police and fire .'egarding immediate or
potential th.'cats to public health and safety:
Medical (Allina)
Congregatc care (Red Cross, Salvation Army)
Public Works Department (Clean-up and disposal)
. Community Dcvelopment/lnspections (Habitability, Utilities)
Fire/Police (as necessary)
Liaison with County or State agencies and the recommendation to
caB them
.
27
Emergency Operations Plan .
Standin2, Operatint! Procedure Finance Director/Treasurer
RESPONSIBILITY: The City's Finance l>irector is responsible for coordinating the
financial record keeping for all functional groups. The Finance
Director will also work with the Community Development Director
and Assishmt City Administrator with applying for grants, loans, etc.
to assist in recovery from ~l disaster.
.
.
2X
. Emergcncy Opc,'ations Plan
Standing Operating Proccdure City Engineer
RESPONSIBlI,ITY: The City Engineer shall ~lssist in the coordination of all clean-up
cfforts arising from the disaster. This may include assessing
stmctural damage to roads, bridges, infrastmcture, etc...
OPERATIONS & I\IAINTENANCE DIR~~CTOR'S CHECKLIST
I. Ohtain hriefing on emergency situation --------". -- .. -_..-.-
2. Review emergency equipment requirements . --."--
.... Review emergency supply stocks
.1.
--------------
4. Set up record sysh:m on personnel time, equipment time, and supplies
consumption -.-."--..-- ---..-
. ). Review road clearing and emergency repair requirements -----------
6. Review dehris colh:ction and disposal requirements .._..._...__._._~.
'7 Review out City wall'r system and pump operation
I. -----.-- ----"
8. Review sanitary sewer and lill station operation -..-..--- .."-----
9. Check out storm drainage channels and flood prone areas -------..- -----
10. Maintain map record of emergency prohlem areas .--- ---.-...---
.
29
.
F~mergency Operations Plan
Standing Operating Procedure Ramsey County Sheriffs Department
RESPONSIBILITY: The Shel"iff shall have sole authority over all law enforcement issues.
The Sheriff (or designee) shall be in ~lttendance at the EOC whenever
it is acthated. All other law enforcement personnel and activities
shall he operated from the Ramsey Count)' Sheriff's office at 1411
Paul Kirkwold Drive, Arden Hills. Any decision to activate the
N~ltional Guard shall he made only after consultation with the
Sheriff. (See also Areas of Responsibility section).
.
.
30
. Emer~enc~' Operations Plan
Standing Operatinc. Procedure Lake .Johanna Fire Chief
RESPONSIBILITY: The Fire Chief shall have sole authority over all issues relating to
fire. health senices. search and rescue. and mitigation of hazardous
material incidents. The Chief(or designee) shall be in attendance at
the EOC whene\'Cr it is activated. All fire activities will be conducted
from the Lake Johanna Fire Station #1. Decisions regarding
activation of Mutual Aid. lJaz-Mat Teams. etc.. shall be made by the
Fire Chief.
.
.
31
Emergency Operations Plan .
Standinc. Operatinc. Procedurc Medical and First Aid
RESPONSIBILITY: Allina Ambulance will be notified by Ramsey Count)' Dispatch.
Their responding crcn's will activate the appropriate protocol for
Multiplc Patient Scencs (1\1 PS) or Mass Casualty Incident (MCI)
(SOP on file in Emergcncy Manager's Officc).
Thcy will also provide a 1\oIcdical Liaison person to thc EOC.
Additional personnel fOl" tria~c and ""eatment arcas may be supplicd
hy Ramsey Count~' Sheriffs Rcscrves.
Amcrican Rcd Cross will coordinatc with Allina and Ardcn Hills
Rccrcation Dcpartmcnt to p."ovide triagc centers, congregatc dining,
and shclter facilities.
The Ramse~' County Medical Examiner will he contacted. as
necess~lry. by Allina.
.
.
32
. Emergency Operation Procedures
Standinc. Operatinc.Procedure Warning and Notification
Purpose
This standard operating procedure is intended to provide for the proper receipt and dissemination of all
wamings and notifications of natural or man-made disasters. It provides procedures to disseminate
warning to the general puhlic within the jurisdictional areas of the City Arden Hills and to ensure that
immediate action is taken to minimize the effects of an impending or natural disaster.
I. General
The Ramsey County Warning Point. Sheriffs Patrol Station, 141 I Paul Kirkwold Drive, Arden
llills. is responsible for disseminating all watches and warnings to the City of Arden Hills except
for wamings for conditions generated within the City itselL The Ramsey County Warning Point
has a 24 hOllr waming capability.
The City of Arden llills Warning Officer is the Sheriffs Department Supervisor.
The City of Arden Hills Warning Point is the Ramsey County Sheriff's otlice at 141 I Paul
Kirbvold Drive.
. The City of Arden Hills Warning Otliccr is responsible f(x ensuring all wamings and notifications
arc properly received and disseminated.
H. Actions to be taken by the City Warning Officer (Sheriffs Department Supervisor') when
there is an immediate tlueat to life:
A. Upon receipt of warning from Ramsey County Waming Point:
I. Notify key Lity government officials.
2. Notify radio and/or TV stations as appropriate (in majority of cases Ramsey County will
contact news media when they have generated the warning).
3. Notify certain private and/or public hlLilitics (hospitals. industries, nursing homes, etc.)
.
33
Emcrgency Operation Procedurcs .
Standinc. Operatinc. Procedure Warning and Notification
Purpose (Continued)
B. City generated warning:
1. Natural disasters
a) Sighted tornado touchdown
]) Disseminate warning to the general puhlic hy requesting activation of the metro
siren control system.
Minneapolis-St. Paul \Veather SLT\.ice anice. (952) 161-670~ bears this
responsihi li ty.
2) Notify Ramsey COllnty Waming Point oflhe wcather conditions and municipal
actions taken.
h) All other natural disasters
1) Contact the Emergency Sen'ices Dircctor or other local govemment otticials who
will instruet the Warning Point of action to he taken. If necessary to aetivate
warning system to advise general public. refer to paragraph (a. I) ahove. See
Chart A fl)r list of government ofjicials ~md order of successitln fl)r purposes of .
instructions.
2) Notify Ramsey County Waming Point of the weather conditions and municipal
actions taken. If no action has been taken to activail: sirens, request they relay the
information to the responsihle weather service office.
2. Other disasters of emergcncy condition
a) If needed, disseminate warning to till' gencral puhlic by reqllesting activation of the
sirens. Activation f(1I- emergency ctlnditions other than those previously listed is
accomplished by repor1ing the conditions to the State Warning Point (State Highway
Communication Center. I lighway Building. St. Paul, (()51) 296-2(25) and requesting
activation of Metro Area Siren Control System for the rcasons given. If the metro
system is activated, the State Warning Point is responsible to ensure the appropriate
radio/television coverage is provided. The alert or attention signal will be sounded in
the manner descrihed under testing procedures.
b) Notify the Ramsey County Waming Point of the condition and action already taken.
Request relay to the responsible weather service olliee only ifappropriate.
.
:H
. Emergency Operation Procedurcs
Standinc. Operatinc. Procedure Warning and Notification
Purpose (Continucd)
III. Actions to be taken by the county \Varning Officer for situations not involving an
immediate threat to public safcty:
A. Contact the City Emergency Management Director. or other appropriate local govemment
official, fix instructions.
B. Notify Ramsey County Warning Point of the situation.
IV. Testing Procedurcs
A. State policy is that counties and municipalities test their puhlic warning systcms at 1300
hours (J :00 p.m.) the first Wednesday of each month. Counties and municipalitics are
encouraged to make advance announcemcnts of each test through local radio, television, and
newspapers. (Ref: Minnesota Emergency Plan, Part [" App. 6.
. B. At I :00 p.m. the first Wcdnesday of each month the State Warning Point will test the
Minneapolis-St. Paul Metro Area Siren System. The Arden Hills Public Waming System
will be tested in the f()lIowing manncr:
1 Sound the (test) alert signal. This is a steady lone ti"H a period of one (I) minute.
I.
- Wait one minute-
') Sound the (test) attack warning signal. This is a wailing tone Oil the siren for a period of
"-.
one (I) minute.
V. In the event of ~I natural or m~lIl-made disaster. the genenll public is advised to contact
local law enforcemcnt agencies for info.'mation regarding missing persons, emergency
serviccs. restricted areas. and other pertinent information.
.
3')
Emergcncy Operations Plan .
Standinc. Operatinc.Procedure Pandemic Instructions
RESPONSIBILITY: In conjunction with thc Statc of !Vlinnesota and Ramsey County. the
City of Ardl'n llills sh~11I he n'sponsihle for the monitoring the entire
public health spcctrum, including:
Coordination of emcrgency sheltcl', medical care and housing in
con,junction with the Minnesot~l Departmcnt of Health. American
Red Cross and School District #621
IVlaintain up-to-datc comnmnications with neighboring government
entities. local residents, husiness owners. and media outlets.
Overall coordination of l'mergency transpol'tation such as school
buscs. MTC. etc.
. City of Arden lIills will ensure that all reasonable measures
are taken to limit the spread of an outbreak within and
heyond the City's borders. .
. If necessary, implcment the City's Emcrgency Operation Plan
and Procedun's.
. Set up record system on pcrsonnel time. equipment, and
supplies.
Coordinate and assist policc and fire rcgarding immediate or
potential threats to public health and safety:
. Medical (Allina)
. Emergcncy Managcment (Ramsey County)
. Congregate Carc (Rcd Cross. Salvation Army)
. Public Works Oepartment (Puhlic \Vorks Related Activities)
. Community Dcvelopmcnt/I nspections (Habitahility. Utilities)
. Engineering (lIahitahilit~,. Utilities)
. LJFH Fire/Ramsey Count~' Sheriffs Department
(Medical Care and Public Protcction)
Coordinate with Ramscy County and neighborin~ communities'
distribution systcms to support a comprehensive pandemic response.
.
36
. City Administrator (or designee) will be the key spokesperson for the
City regarding a pandemic situation.
Public service messages ~md education literature will be conveyed to
the public in the most efficient manner possible.
Emergency Operation Procedure
Standinc. Operating Procedure
Emergency Organizations and Call List
Call Lists
. l. Govemor's Offiee (651) 296-3391
(651 ) 29()- 20~N Fax
2. State Emergency Services (24-Hour Duty Otticer) (651) 649-5451
.., National Guard (651) 296-X3X9
., .
4. Ramscy County Sheriff (Sf. Paul) (651) 26()-9333
5. Ramsey County Sheriff (Patrol Station) (651) 484-3366
6. Ramsey County Maintenance Department (65 I) 266-7100
7. Lake Johanna Fire Chief, Tim Boehlke (651) 481-7024
X State Fire Marshal, Tom Brace (65 I) 215-0500
( .
9. Hospitals - Emergency Rooms
St. John's Hospital (Maplewood) (651) 232-7000
Unity Hospital (Fridley) (763) 42 I -2222
10. Minncsota Pollution Control Agency (651) 296-9636
. State Pipeline Safety
17
.. ,
II, National Weather Serviee (Radar) (952) 361-6708 .
12. First Aid Supplies
St. John's Hospital (651) 232-7000
Allina (651) 222-372X
J 3. Towing Service
Freeway Towing (651) 633-5525
Statewide Towing (651) ()33-4262
14. Utilities
Xeel Energy 1-~OO-X95-1 999 (Electric)
I-XOO-X95-29l)9 (Gas)
Qwest I-XOO-954-1211
.
.
38
--
. Emergency Operation Procedures
Standinc. Operatinc. Procedure Emergency Organizations and Call List
Call Lists (Continued)
15. Medical Emergencies
State Poison Control Center 1-800-222-1222
16. Red Cross
General Number (65 I ) 29 I-C) 7i-)9
17. Railroad Emergcneies
Soo Line (()51) 766-4357 or 1-800-500 HELP
Minnesota Commercial (651) 646-9621 (days)
(651) 64()-20JO (engine) ifno answer
call supervisor
(612) 757-5430 (Supv. -- Marv Schniekels)
Wisconsin Central (651) 633-8771
(612) 553-7923 (Barry Karlberg- Home)
18. DNR Helicopter (612) 689-2832
. 19. DU All (board lip houses) (()12) 788-9411
(612) 474-7033 (Don Becker - Home)
')0 r'ont;~e'ltal Sc""r;t" c.:.'''st''ms (1"'0,,['1 u~ I"'''""s\ (612) 534-1530
L-..\.... 1 J11-1 l \...rUIIYdY. \...1... lJ au p l\.'U~\:"._.1
.
V)
Emergency Operation Procedures .
Standinc. Operatinc. Procedure Haz-Mat Enlergency Numbers
Call Lists (Continued)
State of Minnesota
All notifications for Haz-Mat or Disaster can be done through the State (If Minnesota Duty Otlicer (24
hours) -- (651) 649-545] .
MnDOT (651) 77<)-1168
MPCA (651 ) 296-X I 00
Explosives/Ordinance Demolition
St. Paul Bomb Squad (()51 ) :29] -I I II
Minneapolis Bomb Squad (612) ()73-2X53
Chemical Manutaeturers (with response teams and advice)
Dow (517) ()3()-4400 (24 hours)
Chevron (415) 233-3737 (24 hOllrs) .
E. I. Dupont (302) 77-1-7500 (24 hours)
Shell (618) 254-733 I (Haz-Mat)
i\STN (Pesticide Spill) fl.'l\f\\ .,1-)\ (lV/\')
\ O\l"l ,....:....,-tlUV":'"
EPA or National DOT
Dry Sand
D Rock (65] ) 639-0446 (days)
Frank Morrison (612) 784-4165 (nights)
Mike Morrison (612) 784-7495 (nights)
MTC Bus (Evacuation) (612)349-7317
Ryder Transportation (651) ()31-1755
.
40
. Emergency Operation Procedures
Standinc. Operating Procedure Mutual Aid Directory
Call Lists (Continued)
Mutual Aid Association Directorv
Ramsey County (651) 4X4-3366
St. Paul Police (651 ) :N 1-1111
Anoka County (612) 417-1212
Washington County (()51) 439-93::-\ I
.
.
41
Emergency Operation Procedures .
Standinc. Operatinc. Procedure
Emergency Organizations and Call List
Citv of Arden Hills Operations & Maintenance Emplovces Nextellnfol"mation
Wolfe, Michelle City Administrator
(651) 634.5127 (City Hall)
(651) 755-5909 (Nextcl)
Johnson, Schawn Assistant City Administrator
(651)634-5]25 (City Hall)
(65 I) 755-0227 (Nextcl)
Hoag, Greg Public Works Director
(651) 634-5133 (City Hall)
(651) 755-0219 (Nextd)
PelTon, Jim Public Works Superintendent
(651) 792-7852 (Ollicc)
(651)755-0221 (Nextel) .
Barton, Karen Community Development Director
(651) 634-5126
(r,,, I) 7"5 457" (1\lnxf<>l)
\\.1-' 1 ~.,.u ~.J .1",,--, l\,...1
Public Works Staff Members
Andrews, Aaron Cell (651) 755-0217
Frid, Jeffrey Cell (651) 755-146]
Freyberger, Scott Cell (651) 755-0209
Mooney, Joe Cell (651) 755-0211
Nowlan, Anthony Cdl (651) 755-0229
Saxe, Pete Cell (651) 755-0213
Schifsky, Mike Cdl (651) 755-0207
Winkel, Dave Cell (651) 755-0223
.
,~2
. Emergency Operation Procedures
Standinc. Opera tine Procedure Medical Examiner
Multiple Deaths - Medical Examiner
CAPABILITY
The Ramsey eounty Medical Examiner's Office can handle up to ten bodies without aid. With more
deaths, they would use refrigerated trueks f()r temporary storage and call in nlOn: pathologists to help.
Temporary morgues would not be used.
Minnesota's State bureau of Criminal Apprehension has a forensic team that can respond and help in a
mass casualty event. They have 200 -- 300 body bags, J.D. tags. etc. They also have capahility of
staking body location and contributing to the ovcrall investigation.
OPERATIONS
A scene investigation must be done carefully. Bodies must be investigated lor cet1ainidenti lication,
documentation of injuries, etc., but forensic specialist should do this. FBI lingerprint specialists will
respond within a few hours. They have a very helpful capability.
. For personal effects, have at least two people from diHerent agencies work as a team to document
findings.
\lo1unteer help should not be used for any of this.
If a temporary morgue is used, it should not be a church or school. Stigmas bccome attached to the
building. Also don't use a wooden floor.
.
43
Emergency Operation Procedures .
Standinc. Operatinc. Procedure Evacuation Sites
Possible Evacuation Sites
Southwest Area
County Road D/Cleveland and County Road D/Snelling North to Hwy 96
I. Presbyterian Homes (651) 631-6000
3220 Lake Johanna Blvd
Arden Hills, MN 551] 2
2. Trinity Lutheran Church (65]) 633-2402
3245 Ncw Brighton Road
Ardcn Hills, MN 55112
3. Ramsey County Library (65]) 62X-638I
1941 West County Road E-2
Arden Hills, MN 551] 2
. Mary K. Sokolik (65]) 4X6-2202 (Work)
(Library Property Manager) (651) 459-1165 (Home)
(6 I 2)-X99-3004 (Pager)
4. Valcntine Hills Elementary Schoo] (651) 63] -0737 .
1770 West County Road E-2
Arden Hills, MN 55112
5. Moundsview High School (65]) 633-4031
1900 Lake Va]entinc Road
Arden I-fills, MN 55112
6. Bethel University (651) 63X-6400 (Designakd Red Cross Shelter Site)
3900 Bethel Drivc
Arden II ills, MN 55112
. Bmce Kunkel (651) 638-6431
(612) 919-0621 (Cell)
. Derrick Skoglund (651) 638-6291
(612) 919-7563 (Cell)
(612) 534-2645 (Pagcr)
7. NorthwesteTIl College (651) 63]-5100
3003 North Snelling
St. Paul, MN 55113 .
44
. Emergency Operation Procedures
Standing Operatinc. Procedure Evacuation Sites
Possible Evacuation Sites
Southeast Area
l. Holiday Inn (651) 636-4123 (Open 24 Hours)
J 20 I W cst County Road E
Ardcn Hills, MN 55] 12
. Manager On Duty (651) 636-4123
. Kevin Seholkling (651) 639-8261
(888) 768-9108 (Pagcr)
. Thomas Hearden (612) 7XO-4891
(651 )918-1484 (Pager)
2. Super 8 Motel (651) 484-6557 (Open 24 Hours)
1125 Red Fox Road
Arden Hills, MN 55112 (Not willing fllr lilCiJity to be used)
'"'I Presbyterian Church of the Way (651) 484-3346
-).
. 3382 North Lexington A venue
Shoreview, MN 55112
4. Pot of Gold Bingo Hall (651 ) 63 I -13 I 8
J776 Connelly A venue
Arden Hills, MN 55112
. Goldie Sicdow (651) 783-1840 (Willing to allow I day's use)
. Herb King (651) 636-051 I
. Jerry McCully (651) 633-3665
(6]2) 527-81 10 (Pager)
. Frank Be1gea (651) 488-9688
5. Flahclty's Arden Bowl (651) 633-1777
127 3 West County Road E
Arden Hills, MN 55112
.
45
Emergency Operation Procedures .
Standin2 Operatinc. Procedure Evacuation Sites
Possible Evacuation Sites
North of 1-694
1. Anny Reserve Ccnter (651) 628-2100
Lexington and Hwy 96
4655 Lexington A venue
Arden Hills, MN 55112
2. North Heights Lutheran Chureh (65 I) 631-2299
1700 Hwy 96
Arden Hills, MN 55112
. Ken Rogers (651) 631-2299
(612) 484-6001 (Home)
. Karl Ruedy (651) 631-2299
(651) 653-1264 (Homc)
3. St. Katherine"s Ukrainian
Orthodox Church (651) 697- I 995 .
1600 West Highway 96
Arden Hills, MN 55112
A Shoreview City Hall/Community Center
'"to
4600 Victoria Street North (651) 490-4600 / 490-4700
Arden Hills, MN 55112
. Tcrry Schwenn City Manager
(651) 490-4611 (Work)
(651) 490-0561 (Home)
. Tom Simonson Assistant City Manager
(651) 490-4612 (Work)
(651) 48 I -1624 (Homc)
. Jerry Haffemen Park & Recreation Dircetor
(651) 490-4751 (Work)
(651) 786-2829 (Home)
. Andy Specht Community Center Mgr.
(651) 490-4703 (Work)
.
46
. 5. Twin City Anny Ammunition Plant
Building # I 05
4700 Highway 10
Arden Hills, MN 55 112
. Mike Fix (651) 633-2301 ext. 1661
.
.
47
Ramsey County
Emergency Operations Plan
Revision 5.\
June 2005
Ramsey County
Emergency Operations Plan
Table of Contents
THE BASIC PLAN 1
I NT ROD U CTIO N .......... ....... ...................... ........ ................. .......... ........ ................ .............. ....1
P U RPO S E ............................................................................ ................................................... 1
MIS S ION.................................................................................................................................. 2
SITUATIONS AN D ASS U MPTION S ..................................................................................3
COO RD I N A TI N GIN ST R U CTIO N S ......... ........ .................. ............ .............. ....... .......... ......4
P RI 0 R ITI E S ................... ................ ......................................................................................... 6
I. EMERGENCY MANAGEMENT ORGANIZATION 7
co N C E PT 0 FOP E RA TI 0 N S . .......... ............ ........................ ........... ........ ............ ........ ....... 7
Chart A: Ramsey County Or~anizatiollal Structure...........................................................8
EMERGENCY MANAGEMENT & HOMELAND SECURITY PERSONNEL...............9
Chart B: Emer~ency Rcsponsibility Assignments Ovcrvicw............................................13
E OP UTI LIZA TION MOD ES ..............................................................................................18
OVERALL COM POSITION ................................................................................................23
EM ERG E N CY MANAGE M E NT CO U N C I L (E M C). ........ ....... ..... ...... ................ ..............24
EM H S DUTY 0 F F ICE R . ............ ........ ............ ................. ..... ......... .............. ...... .............. ....25
ASS I STI N GAG E N CI ES ................. ...... .......... .... .......... ......... ............ ................ .... ............ .25
PLAN REVIEW and CORRECTIVE ACTIONS ..............................................................28
II. INCIDENT MANAGEMENT 29
COUNTY EMERGENCY OPERATIONS TEAM .............................................................42
MUNICIPAL SENIOR OFFICIALS' POLICY GROUPS ................................................43
RAMSEY COUNTY EMERGENCY OPERATIONS CENTER (RCEOC) ...................44
EMERGENCY MANAGEMENT AND HOMELAND SECURITY (EMHS)..................44
CONTI NUlTY 0 F GO VE RN M E NT ................. ...... .......... .......... ..... .................... ................46
GOVERNMENTAL DEPARTMENT AND EMPLOYEE RESPONSIBILITIES ..........48
DELEGATION AND SUCCESSION OF EMERGENCY RESPONSIBILITIES .........50
III. RESOURCES FOR COUNTY DEPARTMENTS 51
INTERNAL PLANNING ORGANIZATION ......................................................................51
SPECIFIC, ONGOING RESPONSIBILITIES OF COUNTY DEPARTMENTS ..........52
IV. MUNICIPAL DIRECTION AND CONTROL 56
A rd c n II i II s.............................................................................................................................5 9
Falco 11 H ci gb ts ....... ...... ............................' .............. ...... ...... ........ ...... ........................... ..........61
(; c m l.a k e ............................................................................................................................... 63
L a II de r d a I (' ............................................................................................................................. 64
L i tt I e (~a n a da ......................................................................................................................... 67
M a pi c \\' ood............................................................................................................................. 70
1\'10 U n d s V i en' ..... ..........., .......................... ..... ............ ...... ........................ ..... ........ ............. ..... 75
N en' B ri gb ton ............... ..................... ............ .... ...... ............ ........ ....................... ...... ..............80
i
North Oa ks ... .... .... .... ....... ............ ..... ...... ...... ............ ...... ..... ...... ........ ............ ............. ...... .... .84
North 85
St. I)a II I . ....... ..............,. .......',..... .......... ........ ...... .....,.. .... ............ ....... .... .............. .... ..... ...........85
R 0 scv i II e ...................................,............................................................................................. 8 7
Sain t A,I) tho n y .... ................. .... ........ ............. ....... .............. ............... ...... ............ ............ ........89
S h 0 rcvi e",' .... ...... ....................... .......... .................... ......................... .......... ........ ...... ...............91
V adnai s II ei~h t s ..... .... ............ ....................... ...................... ....... ....... ....... ............ ......... ........93
Whi te Bea r Lake................ ...... ........ ........ ..... ..'. ............ ......... ...... ..... ................ .............. ...... 95
White Bear orO \\' I) S hip............... ....................... ................ ........ ............. ............. .......... .........98
V. FEDERAL AND STATE SUPPORT 99
VI. SPECIAL CONSIDERATIONS - GENERAL 102
COM M UN ITV WATCH ......................................................................................................102
TRANSPORTATION DEPENDENT POPULATIONS .................................................102
INDIVIDUALS WITH SPECIAL NEEDS AND THE MOBILITY IMPAIRED............. 102
H EARIN G IMP AIRED .......................................................................................................1 03
NON-ENG LIS H SPEAKIN G PE RSON S ........................................................................1 03
RE CREA TI 0 NAl AR EAS ............. .......... .................... ............ ....... .................... .......... ....I 03
BO ATE R S ......... ............ ............ ....... ................ ............ ........ .............. .......... ...... ......... ........ .1 03
PARK S/CAM PG R 0 U N DS ... ......................."....... ........ ................... .............. ..... ......... .....1 04
MAJ 0 REM PLOY E R S ............................ .......................... ............ ...... ................. .............1 04
S PE C IAl F AC IllTI E S ................................ ..................... ................. ................................104
APPENDIX A: LEGAL BASIS AND REFERENCES 108
APPENDIX B: COUNTY INCIDENT MANAGER 111
APPENDIX C: RAMSEY COUNTY DIVISION OF EMERGENCY
MANAGEMENT & HOMELAND SECURITY (EMHS) 113
APPENDIX D: ROLES OF THE EMERGENCY MANAGEMENT
COUNCIL 115
APPENDIX E: RESPONSE TO TERRORISM 116
APPENDIX F: HOMELAND SECURITY ADVISORY SYSTEM 118
GLOSSARY OF TERMS 127
EMERGENCY SUPPORT FUNCTIONS
ESF SUMMARY CHART
NOTICE: The Emergency Support Functions, Support and Functional Annexes
indicated below contain information relevant to protecting the public safety. Under
the "Federal Information Security Management Act of 2002" (Title X, Section 1 001,
of Subchapter II of chapter 35 of title 44, United States Code), this information is
protected and privileged. Duplication is strictly prohibited and knowingly distributing
this information to persons other than those involved in protection of the public
safety (see HSPD-8) is a violation of law.
II
Revision History:
----- _."- .......-- ..-.--.-..-.....-. --... -.... .----..-.....-....----. _.-_. .-.-------"..--
Revision 4 Dated June 2004 First draft of full re-write submitted to HSEM RPC for
comment. Errata documented and draft correction
continues.
"---'--.-"__0"."'_"'-
Revision 5 Dated December 200"4'- '.- --Completed fuTlre~write of plan forsubmission to HSEM,
RRC. and Board of Commissioners as required by
revision schedllle.
,"..__ _0" ___.___.__ .____ _~__. _on . ___ . ------ .__.._...__.._-~-._..- ...---"
Revision 5 Dated December 2004 Preliminary approval granted on March 2, 2005
__ _m .__...._..._____...__..____ __._ --- .-------------- -- - ---_...~---_._._---_....------~-
Revision 5.1 Dated June 2005 Major typographical errors corrected. Minor substantive
changes made after review by municipalities and
county authorities. Plan ready for adoption by all
parties.
..__..._.n _.___..._ ...----------
III
(This Page Intentionally Left Blank)
Ramsev COl/1I1r-H'ide /:"lI/ag'>lIn' Operatiolls I'll/II RL'l'isioll 5. I, .lillie, 2005
THE BASIC PLAN ^
INTRODUCTION
Ramsey County is the most densely populated county in Minnesota, and
one of the most densely populated counties in the nation. The county is of
course subject to natural disasters such as floods, tornadoes and
blizzards. In addition, major disasters such as train wrecks, plane
crashes, communicable disease outbreaks, explosions, hazardous
materials releases, pipeline leaks, and terrorism or other national security
emergencies pose a real threat to public safety and health. Consequently,
we must maintain a plan that will provide an effective response to
emergencies and disasters. History has proven the need for advanced
planning, organizing and training to minimize the effects of all emergency
and disaster situations, natural or human caused.
PURPOSE
This Ramsey County Emergency Operations Plan (EOP) contains our
process for managing major emergencies that threaten the health, safety,
property and resources of the communities within the county. The plan
also provides information on how the county will manage major
emergencies that threaten county functions, services and operations. The
plan outlines the strategic efforts that are undertaken by each of the
municipalities who adopt this plan. It is intended to be a countywide
document that will provide cohesive, coordinated, and cooperative
interoperability among and between the municipal governments and the
county.
Any municipality that does not choose to adopt this plan as their municipal
Emergency Operations Plan is required to develop their own plan and file
copies of that plan with the Ramsey County Division of Emergency
Management and Homeland Security. Currently, the cities of St. Paul, St.
Anthony, Spring Lake Park, and Blain, and the University of Minnesota
maintain separate plans. Statements of acceptance of this plan by the
various municipal governments are attached to this document.
This plan identifies departments and individuals within the county
government and the individual municipalities that are directly responsible
for emergency response and critical support services, and provides a
management structure for coordinating and deploying essential resources.
To the extent that this document conflicts with other Ramsey County plans
or protocols, it supercedes such plans or protocols. County departments
are expected to revise individual plans, procedures and protocols to bring
them into compliance with this document.
1
Ramser Cou/lty-IYide F;lIll'l"gc/lcr O{lcralio/ls Plan R,'\'isio/l 5.1. JUIli'. 2()()5
A guiding principle of this plan is that, aside from specific processes
detailed below, all processes, procedures and protocols of the various
municipalities and County agencies governing incident management and
emergency response contained in current plans and doctrine remain in
effect.
Further, nothing in this plan alters or impedes the ability to carry out the
existing authorities of the municipalities and County governmental
agencies to perform their incident management responsibilities under the
law.
We as a county have many capabilities and resources that could be used
in the response to any major disaster. These include facilities, equipment,
personnel, and skills of both government and non-government professions
and groups in Ramsey County. The purpose of this plan is to ensure the
effective, coordinated use of these resources so as to:
. Maximize the protection of life and property in all areas and political
subdivisions in the county, which require assistance with support,
services and resources
. Ensure the continuity of government
. Ensure the safety of the county workforce, those in the county's
care and in county facilities
MISSION
In any emergency situation, Ramsey County's mission is to:
Protect life and safety
Minimize impact to property and the environment
Secure our critical infrastructure and facilities
Resume the regular provision of services to our citizens
General emergency response priorities follow from these goals. Naturally,
the contextual characteristics of a particular emergency event (such as the
time or day when an incident occurs) may require some adjustments
within the following priority categories:
2
Ramser COlin tv- It 'ide 1:"lIlelgl'nCl' Opera/ions Plan Revision 5.1, Jllne, ](J05
SITUATIONS AND ASSUMPTIONS
SITUATION:
Ramsey County is approximately 170.2 square miles in size and is located
in the southeast central "Metropolitan" portion of the State of Minnesota. It
is bordered by Anoka County on the North; Washington County on the
East; the Mississippi River and Dakota County on the South; and
Hennepin County to the West. Ramsey County's largest city, St. Paul, is
also the State Capitol.
The adjusted 2000 census population of Ramsey County is 511,035. The
largest cities are St. Paul (the State Capitol) - population 287,151;
Roseville - population 33,690; and Maplewood - population 34,947.
The county encompasses all of 16 municipalities: Arden Hills, Falcon
Heights, Gem Lake, Lauderdale, Little Canada, Maplewood, Mounds
View, New Brighton, North Oaks, North St. Paul, Roseville, St. Paul,
Shoreview, Vadnais Heights, White Bear Lake, and White Bear Township.
In addition, portions of the cities of Blaine, St. Anthony, and Spring Lake
Park are within the county's borders. Those cities and the city of St. Paul
maintain separate emergency plans and are not covered by this
document.
There is a highly sophisticated transportation system in place including
nearby Minneapolis - St. Paul International Airport and the St. Paul
Downtown Airport (Holman Field), Amtrak passenger rail service, various
railroad freight services, Interstates 94, 694, 494 and 35W and 35E,
various U.S. Highways, and numerous State Highway Routes. There is
also considerable boat and barge traffic on the Mississippi River and the
lakes located within our borders.
Ramsey County is vulnerable to effects of natural disasters such as
severe summer storms, floods, tornadoes, winter storms and fires.
Ramsey County is also vulnerable to a variety of human-caused hazards
such as hazardous materials accidents, major transportation accidents,
nuclear power plant incidents, civil disorders, terrorism, nuclear attack,
acts of war, dam failures, research and development, etc.
The population density of Ramsey County is so great, and the geographic
area small enough, that small-scale events might pose significant risk to
persons and property. The potential scope and impact of these
emergencies may vary from a minor emergency requiring minimum
response to a major emergency which requires maximum response,
depending on time of day, weather conditions, time of year, warning time,
location and the type of emergency or disaster.
3
Ramsev <ol//ltl'-Wide Efl/er~e/lcv OflcrlItiol/S Plan RiTision 5.1, ./I//le. 2005
ASSUMPTIONS:
A "public emergency" is described by the County Charter as "a sudden or
unforeseen circumstance in the county affecting life, health, property,
public peace, or public welfare that requires immediate County Board
action." (Charter, Sec. 10.04 C). For the purposes of this plan, the terms
"emergency" and "disaster" reference this definition. A "disaster" is an
emergency that has or will be expected to overwhelm the ability of local
resources and thus requires outside assistance.
The Ramsey County and municipal governments are supported by private
and volunteer organizations and State and Federal agencies having the
capabilities including personnel, equipment and supplies, to minimize the
loss of lives and property in the event of an emergency or disaster.
Emergencies will require coordination and cooperation among
governmental, private and volunteer organizations in order to protect lives
and property of Ramsey County residents.
The location and extent of some emergencies can be predetermined while
other emergencies may occur with little or no warning at unknown
locations.
Organizations and agencies tasked in this document will respond as
required to fulfill their responsibilities in providing for public safety during
an emergency response and/or recovery operation.
COORDINATING INSTRUCTIONS
1. This plan is effective immediately upon receipt.
2. The Ramsey County Director of Emergency Management and
Homeland Security is responsible for coordinating plan development
and maintenance.
a. Each municipality and the University of Minnesota have appointed
an emergency management program director.
b. The directors of each municipal program, and that of the University
of Minnesota are responsible for maintaining and updating the
sections of this plan that are specific to their individual jurisdiction,
and for providing those updates to RCEMHS.
c. Each municipality that adopts this countywide plan as their local
plan will provide a letter to that effect signed by the Chief
administrative official of that municipality and indicating that the
municipality has formally adopted the plan through the local
procedure as established by law or ordinance.
3. All agencies and organizations involved in the execution of this plan
will be organized, equipped and trained to perform all designated
4
Ral/lsey COllIltV- H"ide Emergcllcr Ol'cmtiul/.\ Plall Rel'isioll 5. J. .Julie. 2005
responsibilities contained in this plan and its implementing instructions
for both response and recovery operations.
4. All emergency response organizations are responsible for the
development and maintenance of their own internal operating and
notification procedures including needed SOP's and SOG's, resource
lists, and checklists needed to support their operations.
5. Directors and Chiefs of all departments and organizations cited in this
plan are aware and responsible for maintaining current SOPs, &
SOGs, resource lists, training programs, and schedules of training for
department personnel and should assign roles "3 deep" to enable 24/7
operations.
6. All organizations are responsible for filling any important vacancies;
recalling personnel from leave, if appropriate; and alerting those who
are absent due to other duties or assignments.
7. The "military" time system (24-hour clock) will be used as the standard
for all activities involved with the execution of this plan with the
exception of communications with the public or media, which will
employ the civilian time system.
8. Unless directed otherwise, existing organization/agency
communications systems and/or frequencies will be employed.
9. Unless directed otherwise, the release of information to the public or
media will be handled through the County's Public Information Officer,
using the concepts outlined in Emergency Services Function (ESF) #2.
10. Personnel designated as representatives to the RCEOC will make prior
arrangements to ensure that their families are provided for in the event
of an emergency to ensure a prompt, worry-free response and
subsequent duty.
11. Once the RCEOC and/or any municipal EOC has been activated,
organizational and agency representatives will:
. Initially, check in with the Operations Officer immediately upon
arrival at the EOC for an update on the situation and to confirm
table/telephone assignments.
. Ensure that their organizations/agencies are kept constantly
informed of the situation, including major developments, decisions
and requirements.
. Maintain coordination with other appropriate
organizations/agencies.
. Thoroughly brief incoming relief personnel and inform the
Operations Officer of the changeover prior to departing. The
briefing will include as a minimum, information on what has
happened; problems encountered; actions pending; and, the
5
Ramsey COllI/Iv-Wide Emcr,gel/cy Opcruliol/s PIal/ Rc\'isiol/ 5./. June. 2005
location and phone number of the person being relieved.
12. This Emergency Operations Plan will be exercised at least annually:
. Orientation and table top: November of each year
. Full Scale: May of each year
. Functional (notification and warning): Monthly
. Functional: Notification of key personnel: Each Sunday at 1300.
. Should an actual emergency or disaster occur, the full-scale
exercise may be cancelled. Every effort will be made to ensure that
the County will participate in a regional exercise each year, and that
may cause adjustments to this schedule.
. Individual municipalities may choose to exercise all or part of the
plan at their own discretion. Schedules of municipal exercises are
available from the municipal emergency management directors.
PRIORITIES
Areas that will be targeted for early utility and other service restoration are:
1. Areas used by dependent populations
(Nursing homes, childcare facilities, schools and offices, routes of
egress and ingress, animal resources, shelter and relocation
venues.)
2. Infrastructure critical to health and safety
(Emergency communications, law enforcement, fire suppression
and protection, medical facilities, energy systems, sites containing
potential hazards, utilities, food supplies, etc).
3. Infrastructure that sustains the emergency response
(Computer, Internet, data and voice telecommunications systems,
transportation systems, etc.)
4. Governmental administrative buildings and other facilities (governmental
and private sector) necessary to protect the economic viability of the
county, municipalities, and our citizens.
6
RamSi:r COI/IItv- Wide Emcrf!,l'nn' Opl'ration.\ P/all RCl"isioll 5./. Jlllle. 7005
I. EMERGENCY MANAGEMENT ORGANIZATION"
CONCEPT OF OPERATIONS
When an emergency has occurred, the municipal government of that
jurisdiction in which it occurs has the primary responsibility to respond to
save lives and property and to recover from the event. The County will be
prepared to supplement its emergency resources with those provided by
private organizations and volunteers.
If the capabilities within Ramsey County are exceeded, the County will
request assistance from the State. The Ramsey County Emergency
Operations Center (RCEOC) may submit requests to adjacent or nearby
county jurisdictions such as the Metropolitan Airports Commission, the
Cities of St. Paul and Minneapolis, and Dakota, Hennepin or other
counties In accordance with existing mutual aid agreements or
Memoranda Of Understanding (MOU). Requests for additional State and
Federal support will be requested through the Minnesota Division of
Homeland Security and Emergency Management (HSEM).
All jurisdictions within Ramsey County have adopted the National
Incident Management System (NIMS) as the jurisdiction's "all-hazard"
incident manaqement system. NIMS will be implemented through the
Minnesota Incident Management System (MIMS). Depending upon the
situation, the On-Scene Incident Commander may utilize multiple
resources, including existing mutual aid agreements, to obtain what is
needed. Each jurisdiction and agency is required to maintain current
SOG's, procedures, resource lists and checklists as needed to support
response operations.
All municipal fire services have mutual aid agreements and/or MOU's
covering automatic and requested assistance for fires and specialized
response and rescue. MOU's and mutual aid agreements are also in
place for all municipal law enforcement agencies and the Ramsey
County Sheriff's Office. Where requests for resource assistance are
received from another jurisdiction outside of Ramsey County or are
beyond existing mutual aid agreements or MOUs, the granting of the
requests and the quantities provided will be at the direction of the
County Manager.
For emergency planning purposes, certain areas surrounding an
incident or a fixed facility incident will be divided into sub-areas (sectors
or cold, warm and hot zones) so that priority of the response effort can
be directed toward those closest to the incident.
7
Chart A: Ramsey County Organizational Structure
I E~,N$!E~:E9:~c:lRA TE" ,. I I
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I r I"" II I
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Elected Elected I: ","" ~ Elected I Elected
Municipal Leaders Judiciary I Board of Commissioners 't'" County Attorney ! Sheriff
I I .,. :;(:
, I
..
,..;.~> :;::-; . ". \~ ~. '<::<<::-;::<::: r .~.^ \.i-...~ (:f; ::.:....: '.l.~:a'" ,'" ,.~.. '.h"" ... "'"'YW''' .,. I
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____L______________ ----------------- ------~---------- -
STAFF RESPONSIBILITIES
I
LINE RESPONSIBILITIES
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i
D!rect Repor:1I1g ReI3tlcnshl,:::: --------- :";Jm!,"ls~ra: ve Relat c'"'sh.., Onl!
8
Ramser COllntv-Wide Emcrgcllcl' Ope/"Uliol/s Plan RcvisioI/5.J, .Il1l/e. 2005
All personnel involved in emergency response and recovery activities will
use a continuously implemented quality improvement process consisting
of the following principles until the action, incident or situation has been
resolved.
. Acquire accurate information
. Determine and review options.
. Make decisions.
. Coordinate and implement decisions.
. Monitor the results.
. Assess results; report or adopt a different option, if necessary.
EMERGENCY MANAGEMENT & HOMELAND SECURITY PERSONNEL
County Staff:
Office location: 50 Kellogg Blvd. West, St. Paul, MN 55102 (651) 266-1020
Web site: http://www.co.ramsey.mn.us/emergencyservices
Director: Judson M. Freed
Emergency Management Coordinator - East Side: William B. Hughes
Emergency Management Coordinator - West Side: Krysta L. Reuter
Emergency Management Coordinator - UASI Project: vacant
Warning and Notification
The PSAP's (identified herein) and the RCEMHS are authorized to request
activation of the Emergency Alert System (EAS). Such activation is by contacting
the State Duty Officer or by direct contact to the National Weather Service. For
non-EAS and/or non-weather related events, radio and telephone
communications will be used to notify affected and threatened agencies and
jurisdictions.
<)
Ramser County-Wide Emergellcl' Operations Plun RiTisioll 5.1, .Il1ne. 2005
Municipal Emergency Management Agencies:
Each municipality within the county has an official appointed as Emergency
Management Director and who is responsible for ensuring that all required
planning, mitigation, response, and recovery efforts are carried out in compliance
with Title III of the Superfund Amendments and Reauthorization Act and other
applicable laws and standards for coordinating and maintaining local plans. The
municipal Emergency Management Director is responsible for making
determinations necessary to implement this Emergency Operations Plan and
associated SOP's and SOG's for the municipality. The persons assigned as
emergency management directors for the municipalities are:
Municipalities marked with an asterisk (*) maintain their own Emergency
Operations Plans, but interact with Ramsey County on emergency events.
Arden Hills: Blaine: *
Tom Moore, Director; Kerry Fenner, Captain/EM
Jim Perron, Superintendent Director
City of Arden Hills Operations and Blaine Police Department
Maintenance 10801 Town Square Drive NE
1450 W. Hwy. 96 0 Excised __lJ
Arden Hills, 55112
0 Excised -, I
Falcon HeiQhts: Gem Lake:
Heather Worthington, City Paul Emeott, Mayor
Administrator 3960 Scheuneman Road
2077 W. Larpenteur Avenue E:~~; =r:J
Falcon Heiqhts, 55113
IT Excised I I
Lauderdale Little Canada:
James Bownik Donald Smiley, Emergency
1891 Walnut S1. Management Director
Lauderdale, MN, 55113 515 E. Little Canada Road
[] -- 'T-'---l uP. C;:mrlclrl !')!') 11 7
Excised LJ
FX~I"p,d
Maplewood: Mounds View:
Chief Steve Lukin Michael Sommer, Police
Robert Dollerschell, Deputy Chief/Emergency Services
Director Director
Maplewood Fire Department Fire Mounds View Police Department
Station 2 2401 County Road 10
10
Ramsey COllnly-/fide Emergcllcy Operations Plan Rc\'isiol/ 5./, .lilliI', ]005
1955 Clarence Street .lLimAL._Cl5..it2_ _ __ .__ _ . __
Ma lewood 55109 Fx~i<;(yl I ]
-... --.-----.------.". ---- .-- -..
Excised
.-
New Briahton: North Oaks:
Robert Jacobson, Director James Daly, Emergency
New Brighton Department of Manager
Public Safety 100 Village Center Drive
785 Old Hwy 8 NW t:r O::lk~ ~~1 ?7 ~ I
o.=~ . ~~ci<;(:Ir-AAn l___J r~. X(~I <;f'fl
North St. Paul: Roseville:
Dave Zick, Coordinator Lt. Rick Mathwig
2526 E. 7th Avenue E. Roseville Police Department
North S1. Paul. 55109 2660 Civic Center Drive
0 Fx(~is(~fi I I Roseville, 55113
Phone: 651-792-7203
Sg1. Randy W. Johnson
~20Iicenena~~
Fxci<;ed
Sprina lake Park: * St. Anthonv: *
Don Krueger, District Fire Chief John Malenick, Fire Chief
Spring lake Park Fire Dep1. S1. Anthony Fire Department
1710 County Highway 10 3505 Silver lake Road NE
rr~lt..Q..p"'r"" ~!'>.L1~2- L~nthrm\l 554tR
'. . =r=J - ." ----.=r=J
F.xclsed FX(~l'wd
. - .----..,----.------ .
John Ohl, Police Chief
S1. Anthony Police Department
3301 Silver lake Road NE
S1. Anthony, 55418
Fx(:is(~d
St. Paul: * Shoreview:
Tim Butler, Emergency Walter L. Johnson, Director
Preparedness Coordinator Shoreview Emergency
100 E. 11th Street Management
S1. Paul, MN 55101 4600 N. Victoria Street
D F.xeiscd L~
Fxc.i<;cd
II
Ramsev COllnty-IVide El/lt'lxencv Operations Pfan RCl'ision 5.f. .Il1nc, ]{)O5
University of Minnesota: * Vadnais Heiahts:
Terry Cook, Director Edward J. Leier, Director
Department of Emergency 800 County Road E East
Management Vadnais Heights, 55127
2221 University Ave. SE Fxcised
Suite 140
unp.,mOliS ~S414 I I
FXCISI~d
White Bear lake: White Bear Twp:
Chief Tim Vadnais Director Bill LaBore, Public Works
White Bear Lake Fire Department Director
4701 Highway 61 White Bear 1281 Hammond Road White
Lake, 55110 Bear Township, 55110
[] Fxcisi~d I I Fxcisl~d
Captain H. W. Schmahl, Jr.
Support Services Division
White Bear Lake Police
Department
II Fx(~ised I I I
12
Chart B: Emergencv Res
I
!
e Assessment
RC Public Works
Munici al Public Works
Debris Management
I RC Public Works iH = Health Emerg Situation
~
Munici al Public Worksl 'L = Lead Agency
Direction and Control S = Support Agency
! :C = Coordination
I Assistance
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SPRCDPHf"t .'.
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Evacuation
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Municipal/Contract Departmen("'S'>' 5 ),,; L'''!Y',j . .,::S": - 1j:, L ,;,,~t? l ":',,!; L ~ L ....
Municipal/Contract Police ,.;; - ""! 5 I'~~:{ 5':~' L '*$'i" - !0;~'" 5 '>:g'> , 5 [~,< _ ~ _ t.;;'; '"'
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i Parks & Rec itisfl'i 5 ';;S'\; 5 <';S:v; 5 F!$'fl 5 :~~ 5 J~I 5 !;;'$" 5:'$ti 5?9iS',,,,,
; Red CrossE'iC:t\. CiAq" C ":'i'C?~' C ~~Q?,:' C I?,Z~ C";" C ''''e: C .,C. ",., c?0Vd?!
llncident Management
MIMS/NIMS ComplianO!W,~~; y c,:'~4 y :~;Y:i\\ y :;B~1"; y ~y~;, Y IY':Yf Y '<<Y"'1 Y '\ Y )0.tr''f'
iNotification & Warning
i County Warninq Pointlj,~ L I>j:.i" lY;~0: 5 ..... L l ~I * i0J L< l
i Maplewood PSAPi:';j;;,t':; - ~'...'M - ;';~;;'" L;i;;;:!:; - - i'A~;;;:, _ ('..,J: _ G;/,$;# . 11?$!;zy;
i St. Paul ECC I;",. c' 5o;;,;._,;-;,! 5,a\' -<,. ,:: - ;:<;~f" . 'it.::' i~\,: - 'i"!~\'; - !<if0'r;y H = Health Emerg Situation i
White Bear Lake PSAP ;;;!:L;~' -;,Sf - ',;../J - 1::eit - !Wi,.>: - :St-.,:; - Y~if;fj - 0iS::: 5 i"'~~"! L = Lead Agency
i Municipal/Contract Police>,~w": '.,..;; - Ii'. "I - 'iLS:,; 5 ~~;;''!':\< l '" - ''<..\/ -<'L~+ - !.'::~:H S = Support Agency
I . . I~J~; - i:0.." - 1:;';'.}:'0,1 - :;;~;Y, - I*:~I - MJ... ."'c';1 L i;0~~ _ !/';>'2;:;; C = Coordination
i Municipal Emergency M I>" 1'.; :~';~ .,<81';,,1 ".,'.1 laii0 L"",,":Asslstance ...._._ i
~searehandResc.e ~:~:~: ~ : ~ : '~\ : ~ : .~' : ~:' : i ~i : '~,~ "Henne~nCo.nty~
, Municipal Fire DepartmentY?~'?':, 5 '''S;~ \ L." L;th,~1 L. ., it l 'J":::': L k~!~1r~~ - 0:,':,
Municipal/Contract Policekt'LfY L "":.~~I L ',+,,"(,5:/: L /<jt 5 ')....] 5"~; 5 tr~;; - rb,Szm - f<''':
Lake Johanna Fire Dept. o/:'i?;*f'1 - ';'~'r::1 - I'j,;,~" - '2:~"/ - ~['. - ..' - 12: - !":"~"~ - _
IS
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Search and Rescue lcont'd) ,',ityh !i W;~~<i hi1:'(i;,; I~~ I.'?t if4f;f% ik~;:'\~);B
, MN National Guard'YS}1;: S1;;~ S '\;"Sit S l'Y5+: S ipJSi,~ S :.JiS;> S ~!ij.( S s0'S'f,' S ;;(:'$;\"
~~~. ::~
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I Municipal/Contract Policei;c~>)' L I',:,;> Lih,joo\"iSL.:: L L I)~ L .:;. . ;,'\$:;;':;:,
: MN State Patrolb'S" S:y:S'(; S ',15,;;.\ S ;:1'$'0 S"S;,0 S i'/S,,: S ;:i~;' S :0$,<; S ',/5;,;,
iTerrorism Resoonse H = Health Emerg Situation
RCEMHS;;;~ Cote!:' C \hC;:;; C~Qi;I C :ssC,'; C,,'Qii~: C ',:0.:, C it~+i! C;,i"i$,:.,:", L = Lead Agency ,
; RC SherifftGl,;:' S ;~~i. S . ;,~; S 'i#S,~\ S,L.,; s::,$..A * " L,. S ,,5,:. S.l:. is = Support Agency
!ff.l H ":H" H I HYW: H ;' ti, H "H H .:..'H' .....! H 'H''''~'' H "H" H I":/H'""//IC = Coordination
, SPRCDPH .', "1" ! ,': n..,' ~';.,; '! ';,,, ,..... ," "'IAssistance
i Municipal Police ;,,:.~., L i':::": L 1<' L ,'::'" 1"~;, L "t,,! ~ ,"~'. .,.1" S' !* Hennepin Co. Sheriff
: MuniCiPar:~eD~Ve~;~~~~!.; ~ l.~... ~ ir ~!i?: ~ I;! ~ ::~~ ~ ~ ~ cr~:! ~ T~l
~~~CP~:C~~
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roper y gmnt .":... . ,.,f . I '.. ."Co; . 1>,"'1. . ..... ,
Municipal/Contract Police!"S;' , L !j:'", L J.k, L"'';;;''i L i',bl ! I .~". l.L<i . I"C
M~nicipal/Contract Fire De.eti','S,J; S 1.5" S !. S,;i; S "S+: S i.';,S! S ,,',Sr! S is S .';;S,'I S :",5 ,
MN State Patroli'S: S fiS\: S IS..! S5i S i~:s,,'.1 S ,s.: S .s, S I'S,1 S :,,,S, .
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16
I';~ "3
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Utilit
i
17
Ramsev COlin tv- Wide Emogene}' Operations Plan f?,"l"isioll 5./. June. ]fJ05
EOP UTIUZA TION MODES
We recognize that not all situations rise to a level that requires the use of
all aspects of this plan, but that all such situations will require careful
scrutiny. The County Manager, the Director of EMHS, the County Sheriff
or the Director of SPRCDPH can implement this Plan. We have
established the following guides for determining the county's response
and aid. For the most part, these guides correspond to the appropriate
RCEOC activation modes.
Alert: An actual or threatened event that may have an adverse impact on
any portion of local or county government, but does not require any
specific response beyond that which is normally available. EMHS and
affected departments will be aware of the situation and begin to cope
with it, but no specific portion of this EOP is utilized, and the EOC is
unlikely to by opened.
Stand-by: An actual or threatened event that may require some
assistance from resources beyond what is normally available to an
individual agency or a local unit of government. Single or multiple
aspects of this plan will be used as needed. The Ramsey County
Emergency Operations Center (RCEOC) will be placed in Stand-by
mode. Affected municipal EOC(s) will be placed in Stand-by mode.
Partial utilization: An actual or threatened event that requires command
and control resources be applied to the issue, but does not require a
complete mobilization of all resources. The County Manager and all
or some of the Emergency Operations Team will be notified and may
need to respond. The RCEOC and affected municipal EOC(s) will be
partially or fully activated.
Full utilization: An actual or threatened event that requires that the full
resources of the County be applied to the response and recovery
efforts. The full Emergency Operations Team will be activated and
the RCEOC and affected municipal EOC(s) will be partially or fully
activated with complete staffing and all needed resources are
mobilized.
The incidents or occurrences that can be associated with these
levels of activations are:
IX
Ramsev ('0111111'- H'idc f;IIIC/"};t'IICI' OperatiollS Plall RCl'isioll 5.1, .fUIlt'. ]005
level 1 : Unusual Occurrence/Informational Alert
An event has occurred (or may occur) that is outside of the normal
operations of a county department or a municipal jurisdiction and which
warrants administrative notification.
Examples include changes in the "Terror Alert" level status; workplace
violence; tornado or severe storm warnings, etc. These might be
"information alerts" rather than events that require a physical response.
The general guideline here is that the situation will typically be
informational or a warning, or it will be confined to affecting county
controlled operations only. Also, we must remember that what appears to
be a "small incident" may have great consequences later.
ACTIONS:
0 EMHS Duty Officer should be notified as soon as practicable
0 The EMHS Duty Officer will place the RCEOC into the ALERT
or other activation mode as appropriate and will notify all
municipal Emergency Managers.
0 Departments/agencies should disseminate or act on information
based on their normal internal procedures.
0 Departments/agencies directly affected by or experiencing the
problem should begin activities to limit the scope of impact.
These actions are deliberately vague because this level includes so
many possibilities. This level of incident does not typically pose an
ongoing threat to lives or property, so routine actions are followed
and EMHS would go to ALERT or STANDBY status.
NOTE: An exception would be a national security or terrorism alert, such
as an increase in the Terror Threat level to "red." In that case, the
county and the municipalities might go to a full activation of the
RCEOC and take other security steps even if no overt event has yet
occurred.
level 2: local Incident
One or more municipalities may experience an event that requires them to
declare an emergency that affects their community but that may not result
in a countywide state of emergency. The municipality may choose to
activate its EOC at any point. If the EOC is activated, the municipality will
notify the EMHS Duty Officer immediately. EMHS is responsible for
19
Ramsey COl/llty-Wide f:merKI'IICV Operations Plan RCI'isillll 5.1. ./Ulle. 1(J05
assisting the municipality in securing whatever resources and aid they
need.
Similarly, a problem originating in a single county department, might in
actuality pose a threat to the ability of the county to offer services.
Remember, these are events that may not be disastrous yet but which
pose the threat to become so.
Examples of these incidents include smaller hazardous materials spills,
bomb threats, suspicious activities or situations such as "white powders"
etc. county (EMHS) assets will respond to the scene and/or gather more
information.
If incident results in large area evacuations or is confirmed to be an
intentional or terrorist act, the incident would elevate to Level 3.
ACTIONS:
Municipalities will establish and maintain Incident Command at the scene.
They may choose to open their EOC's.
0 County/municipal departments should activate their crisis
management plans
0 The EMHS Duty Officer should be notified as soon as
practicable.
0 There would be PART!AL or FULL utilization of this EOP
0 The EMHS Duty Officer will place the RCEOC on S~AN...Q-By' or
other activation mode as appropriate.
(; Not all Level 2 incidents will require action by the County
Manager or others, however the EMHS Duty officer will notify
the County Manager and provide on going updates.
0 The County Manager may decide to activate the Emergency
Operations Team or the EOC facility at his/her discretion.
level 3 - Municipal Emergency
If events occur that actually or threaten to overwhelm the ability of a
municipality to provide services, that municipality may decide to activate
its full emergency operations plan and/or declare a state of emergency
within the community. Each municipality maintains its own procedures for
the formal declaration of emergency affecting the jurisdiction.
Ramsey County will offer all available and practicable assistance to the
affected community, including equipment and expertise. We recognize
that an emergency in a single community may not compromise the ability
20
Ramscv COI/l/ty- Wide Emergcncl' Operations Plan R('l"isioll 5.1. ./lIlIe, ::005
of the county to provide services elsewhere, and the county itself may not
seek to declare an emergency. We recognize our role in this case to
support the community and facilitate their activities geared to reducing the
impact to the extent we are able.
ACTIONS
0 Municipality will establish and maintain incident command at the
scene and the local EOC. Internal notifications should take
place as specified in the affected community's emergency
operations plans. The affected municipality may choose to
declare a local state of emergency at their discretion. The local
Emergency Management Director maintains SOP's for this
purpose.
0 These situations may require assistance from external
organizations. The municipality will notify the EMHS Duty Officer
as soon as practicable. EMHS will respond to the scene or EOC
and gather intelligence from responding municipal and/or county
agencies and notify the County Manager, and/or Public Health
and the Sheriff.
0 EMHS evaluates the scope of the incident, coordinates
essential services, and provides emergency information.
0 There would be PARTIAL or FULL utilization of this EOP
0 Depending on the nature of the emergency, the County
Manager, Director of Public Health, or the Sheriff may decide to
request notification of the Ramsey County Emergency
Management Council and activation of the RCEOC.
level 4 - Countywide Emergency
A disaster involving one or more communities within the county, or any
situation that will exhaust the ability of the county to provide services will
result in the need for a formal declaration of a state of emergency. The
main criteria is that all available local resources have been utilized to the
best of our ability, and there will be a need for outside assistance
This could be a significant national or international event, large-scale civil
unrest; results of a tornado; major community emergencies, events that
might result in the need to evacuate large areas of one or more
communities, and/or events that otherwise threaten to compromise the
continuity of governmental functions.
Normal governmental operations may be suspended. The effects of this
emergency are wide-ranging and complex. A timely resolution of disaster
conditions requires countywide cooperation and extensive coordination
with external agencies and jurisdictions.
21
Ramser Countv-Wide Eme/:!!,cncv Operations Plan Rt.'I'ision 5.1. JUlie, 21105
ACTIONS
0 Individual Municipalities will establish and maintain Incident
Command and activate their local EOC's and applicable local
plans. Affected municipalities may choose to declare a local
state of emergency at their discretion. The local Emergency
Management Director maintains SOP's for this purpose.
0 Notify the EMHS and State Duty Officer as soon as possible.
0 This Emergency Operations Plan is automatically in FULL
utilization.
0 All municipal EOC's will be fully activated and municipal
Emergency Operations Team members will be required to
report to their respective EOC. All municipal departments may
be engaged in the community's response.
0 The RCEOC will be fully activated and county Emerqency
Operations Team members will be required to report to the
RCEOC. All county departments may be engaged in the
county's response.
0 The county Board will be notified and, as necessary, consider
the need for an emergency meeting and/or the declaration of a
state of emergency
0 These situations are usually time-sensitive. We recognize that
county involvement cannot wait until so many people have been
notified and have reported in to v'Jerk. In that event, the Sheriff
and the Director of EMHS (or their designees) will begin
whatever processes are necessary to offer and provide
assistance.
0 The County Manager will assume the role of Incident Manager
for the county's activities as soon as practicable, or will delegate
this responsibility as s/he sees fit.
0 As necessary, the County Manager, the Director of Public
Health, the Sheriff, or the Director of Emergency Management
and Homeland Security will ask the Chair of the County Board
to declare an emergency as authorized by section 5.10.18 of the
Administrative Code (Source: Resolutions #86-180, passed
March 24, 1986 and #81-897, passed November 2, 1981.)
These emergency levels are guidelines only, and are intended to assist in
classifying the situation and providing for the administrative response. The
designated level may change as emergency conditions intensify or ease.
22
Rafllsev CO/llI/y-IVide Efllcrgcm}' Operatiolls Plall RlTi.\ioll 5./. .11111('. ]005
:> Important Reminders
./ The Director of Emergency Management and Homeland
Security initially designates the level of emergency In
consultation with the local Incident Commander and
communicates this to the County Manager.
./ The County Manager may modify this designation as
appropriate.
./' An incident's assigned level may change as emergency
conditions ease or intensify_
./ The affected community( s) remains in operational control of
their respective jurisdiction. Our resources will work under
Unified Command and remain under county command.
OVERALL COMPOSITION
Ramsey County: During a declared Countywide State of Emergency,
Ramsey County's overall emergency organization will be comprised of all
officers and employees of the county, volunteer forces registered to aid
the county, and all groups, organizations and persons who may by
agreement or operation of law be charged with duties incident to the
protection of life and/or property in Ramsey County during such
emergency.
The Ramsey County Division of Emergency Management and Homeland
Security (EMHS) will exercise this emergency management organization
in whole or in part at least once each year.
Municipalities: During a locally declared State of Emergency, the
affected municipality's overall emergency organization will be comprised
of all officers and employees of the municipality, volunteer forces
registered to aid the municipality, and all groups, organizations and
persons who may by agreement or operation of law be charged with
duties incident to the protection of life and/or property in the affected
municipality during such emergency.
The municipal Emergency Management Director will participate In
exercises of this emergency management organization in whole or in part
at least once each year.
23
Ramscj' CO/lntr- Wide Emergcncr Operations Plan RC\'ision 5.1, .III/II'. 1()(J5
EMERGENCY MANAGEMENT COUNCIL (EMC)
The EMC is intended to provide review of countywide planning efforts in
order to ensure and require unity of purpose. This includes conducting
reviews of, and recommending to the Board of Commissioners approval of
the county Emergency Operations Plan (EOP) as developed by the
Division of Emergency Management and Homeland Security, and such
other emergency preparedness, response, recovery and mitigation plans
developed by EMHS,
Further, the EMC is charged with reviewing county resolutions and codes
affecting emergency management issues and recommending changes as
needed. The Ramsey County Emergency Management Council (EMC)
consists of the following:
. The County Manager, who shall be chair
. The Ramsey County Sheriff
. The Ramsey County Attorney
. The Director of Emergency Management and Homeland
Security
. The Director of the S1. Paul/Ramsey County Department of
Public Health
. The Director of Public Works
. The Director of Property Management
. One Ramsey County-based community emergency
management director, chosen by the county's emergency
managers (chosen for one year, every year)
. One representative chosen by the Ramsey County Fire Chiefs'
Association
. One representative chosen by the Ramsey County Police
Chiefs' Association
The following shall be ex-officio members of the council and shall be without
vote:
. Director of Human Resources
. The Director of Community Human Services
. The Ramsey County Medical Examiner
. Public Information Officer
. The Director of Community Corrections
24
Ramsev C01l/1tv-117de Emerge//cy Operatio//s Pla// Rn'isioll 5.1. .II1I1C. Jlj05
. One representative of the St. Paul chapter of the American Red
Cross
. One representative of the Salvation Army
. The Director of Emergency Management for the City of St. Paul
. Such other ex-officio nonvoting members appointed by the Chair
of the council, as appropriate
Details of the role of the EMC are found in Appendix D of this plan.
EMHS DUTY OFFICER
Ramsey County EMHS maintains a 24-hour, 7 day per week duty officer.
The State of Minnesota, the County Warning Point and all county
departments, as well as all municipalities within the county have
procedures in place to notify the EMHS Duty Officer if needed.
ASSISTING AGENCIES
State Organizationsl Agencies
The State government is responsible for providing resources to support
community response, and for some emergencies, performing technical
response functions on behalf of the communities.
1. Minnesota Homeland Security Emergency Management (HSEM)
a. Activates and manages the State Emergency Operations Center
(SEOC).
b. Coordinates State resources.
c. Controls access of air and rail traffic.
d. Assists County and other State agencies in coordination of
protective actions
e. Requests and coordinates federal assistance agencies and
programs
2. Minnesota Pollution Control Agency
a. Provides personnel, equipment and materials to participate
directly in the mitigation activities and debris management.
b. Depending upon emergency recommends or directs protective
actions.
25
Rumsey COII/rt\"- rVide f;mergcl/('F Operatiolls Plan Rel'i.sion 5.1, ./ulle. ]O(}5
c. Performs environmental monitoring and sampling.
d. Provides technical assessment and advice.
3. Minnesota State Patrol
a. Provides a representative to the State EOC (SEOC) and/or the
RCEOC as requested.
b. Assists in route alerting
c. Provides aircraft, as needed.
d. Assists in selecting primary and alternate evacuation routes.
e. Assists in staffing and providing equipment for access control
points.
6) Assists in providing security for evacuated area.
1) Assists in staffing traffic control points during evacuations and
for reentry of the public.
4. Minnesota Department of Transportation (MnDOT)
a. Provides a representative to the SEOC and/or RCEOC as
requested.
b. Provides traffic and access control equipment.
c. Ensures State roads are clear of snow and debris.
d. Assists in impediment removal.
5. Minnesota Department of Natural Resources (DNR)
a. Notifies State parks and boaters of protective actions.
b. Provides incident command for forest, field or swamp fires.
c. Assists in notification and evacuation of waterways.
6. Minnesota National Guard (request from Mayor of St. Paul for St. Paul
specific call-outs. Request comes from the Sheriff for all other
jurisdictions)
a. Assists with access control and security for evacuated areas
b. Transports emergency supplies
c. Provides damage assessment assistance for public property
d. Provides other resources and support as requested within its
capabilities and as authorized by law.
2(,
Ramsev COIII/tv-Widc 1:lI/clgcnC\' Operatio/ls Plan Rn'isioll 5.1. .lillie, ]005
Federal Organizations/Agencies
The Federal Government is responsible for providing both technical and
operational support to the communities throughout the State. Details of
federal agency roles are found in the National Response Plan. The key
agencies of the Federal response are identified, along with their respective
response functions.
1. 55th Civil Support Team - Weapons of Mass Destruction Unit
a. Provides support to county and local incident commanders
regarding suspected chemical, biological, radiological, nuclear,
and explosive (CBRNE) weapons of mass destruction
b. Provides assessment and emergency response assistance on
CBRNE issues to local incident commanders.
2. Department of Homeland Security (DHS)/Federal Emergency
Management Agency (FEMA)
a. Coordinates overall Federal response
b. Provides Federal resources and assistance to State and County
governments.
c. Ensures Federal support exists for recovery operations.
3. U.S. Coast Guard
a. Provides On-Scene Coordinators for transportation and
fixed facility HAZMAT incidents, as required.
b. Provides for notification and evacuation of
waterways during emergency situations.
c. Provides resources and support as requested
within its capabilities and as permitted by law.
4. FBI
a. Lead law enforcement and investigative agency for terrorist
events or other situations which constitute a violation or
possible violation of federal law
b. Typically the lead federal agency on the ground
5. NTSB
a. Lead federal agency for the investigation of incidents
involving air and rail carriers.
27
Ramsev COllllty-/Yide Emerf!:cnn' Operations Plan Revisioll 5. /. .lillie, 2005
PLAN REVIEW and CORRECTIVE ACTIONS
The Ramsey County Emergency Operations Plan will be reviewed at least
once every year, on or before November 15. The Ramsey County Director
of Emergency Management will be responsible for coordinating plan
development and maintenance.
Review of the plan consists of evaluating the need for changes in the
document itself; development of new policies, procedures; ordinances
etc.; and changes to the structure of the county Government. To ensure
that the review reflects the needs of the entire county, the Ramsey County
Emergency Management Council (EMC) will conduct the formal review.
The Director of Emergency Management and Homeland Security is
responsible for ensuring that this plan is maintained and updated
regularly.
To ensure the effective implementation of the Emergency Operations
Plan, the Director of Emergency Management will be responsible for
conducting any training or exercises necessary to determine the
effectiveness and sustainability of the plan.
In compliance with Minnesota HSEM policy, the county will conduct
training or exercises in the Four-Year Planning/Exercise Cycle. The cycle
is addressed below.
Year One
. Functional or full-scale exercise
. EMC and Board of County Commissioners review and adoption
. Individual Municipal City Council review and adoption
Year Two
. Functional or full-scale exercise
. RRC/PAC/CAER Group/Local review
Year Three
. Functional or full-scale exercise
. Peer/Public or other review
Year Four
. Functional or full-scale exercise
. HSEM Regional Coordinator review
n
Rumsev COllllly-l.JIide Emefgelln' Operations 1'/<111 Rl'I'isiofl 5.!, .lillii'. 2()()5
II. INCIDENT MANAGEMENT : ~
. .
. .
During emergencies the local jurisdiction and Ramsey County will utilize
the National Incident Management (NIMS) System officially adopted by
the State (Minnesota Incident Management System or MIMS). County
government will not supercede the roles of the local incident commanders
of the municipalities and jurisdictions within the county. Nothing within this
section shall contravene the authority or responsibility of the Board of
County Commissioners as overall political authority for county
government, or the municipal local officials' overall political authority for
the municipalities (See Ramsey County Board Resolution 2005-141 -
April 5, 2005).
There must be a local Incident Manager charged with making immediate
decisions and taking the lead role in the jurisdiction's response and
recovery efforts during the emergency situation. When county resources
are requested, there must also be a county Incident Manager charged with
making immediate decisions and taking the lead role in the county's
response and recovery efforts. As the situation evolves from an immediate
threat to life and safety into the need to implement this plan, recover,
restore and return to normal, the role of the Incident Managers will change
- therefore, the individual serving in the capacity of Incident Manager may
also need to change.
OVERALL NIMS OBJECTIVES:
. Enhance an existing system that works well every day
. Acknowledge the potential for terrorism in CBRN incidents and
assign specific roles and responsibilities for primary agencies.
. Comply with federal requirements
. Enhance interagency communication and decision-making
. Provide for a joint after-action review to constantly improve process
INITIAL INCIDENT MANAGEMENT
The sudden and unexpected nature of most emergencies results in some
predictable response patterns. The "public safety" agencies - law
enforcement, fire, EMS, emergency management - are staffed, trained,
and prepared to respond to situations on very short notice. Thus, at the
municipal level, local authorities will establish the incident command at the
scene.
2')
Ramsey Countv-Wide f;IIlClgcmy Opera/io/ls Plall R<Tision 5.1. .JUI/c. 2()()5
.-...--- --
~ OpeGrations Planning Group logistics Group Finance Group
roup
Municipa' EOC
- ~
I
L
..E Incident Management St 't
Off-Site I
t
I
I
//~ 1
i-------- - -- -- ---- - i //// "'/'.'-1-;'t, :.
-J,o -J,o l,/ I .,'
"""", -- I Rm';" a.j: I'
Manager - EMHS - - 1_ _ _ -... _
~ I
'" n. 1"__ t
t ---_ ,
~_______________________.______~ t
I
,
t
__r-------- ,j,
On-& On-Scene On-Scene On-&ene
Operations ~ion Planning Section logistics Section Finance Section
Staffed by the ranking officer of each Command
primary agency responding. - Relationship
Joint after -action review will tc
condu<.1ed by a pamlled by
RCEMHS and made l~J of the
agencies involved for major II1(;:jdE~ltS
or when reqlJP.;1cd by allY ~ - - - )
participatin~l agency.
----1----
--_~___. ____~_ I I
I . Municipal I ~ Mmicipal I Municipal O:her M.micipal &
~Enforcefllerrt A~jency Fire Department EMS County AgenCIes
,. -r- =:=:=!----==-=- .- - - - -.... / ~ --~T-."- -.... / - ....
, \ -. \ ( \
I I I I
I Crime Scene I I I
Inve;,1'gat.oo Site Security : : File Suppression Triage:
, , ,
I I I
Evidence I ' Patierrt Care &
~-M ~. Traffic Control I >-- Search & Rescue T sport I
r1~,~rv('"JlIOn I I I ran...
I I ~' :
Perimeter Corrtrol - Crowd Control: ',I cHil?Mat &Cont I :
I HRNE ro I
HazMat & I I I
C8RNE ,I, ,
^. . Evacuation I I L .. I
f"\..<;",<::;p..ssl"ncnt & ." . I DefOnlarnul.::ItIOfl
Inve'1igalioo CoonJlIlalton : \ I
I (terrorism) .... / / \ '- ,.'
: Waterway: '. -Fir'" -:.se-rVice Q,,,) - - EMS-cOre -
\ Enfon:ernerrt I Competencies Competencies
.... (Sheriff) /
-CawEi)iOree;mrt-Gccoil~~te;,c;es~ Incident Command Structure
OJ-Scene
10
Ramsey CUI/ntv- Wide Emergencv Operations Plan Revision 5.1, ./1/11<\ lOO5
GENERAL DUTIES OF INCIDENT COMMAND STAFF FUNCTIONS
Source: United States Department of Homeland Security - Federal Emergency
Management Agency
Comments:
For all incidents, a command team comprised of the incident commander, appropriate command
and general staff personnel is assigned. (Sources: FIRESCOPE and NIMS)
Incident Commander (IC)/Unified Command (UC):
The Incident Commander's responsibility is the overall management of the incident (to which it is
assigned). On most incidents, the command activity is carried out by a single Incident
Commander. Complex or multi-jurisdictionallmulti-agency incidents may require several leaders
and subject matter experts to work together on the command functions. This is the Unified
Command (UC). The Incident Commander is selected by qualifications and experience. The
Incident Commander may have a deputy, who may be from the same agency, or from an
assisting agency. Deputies may also be used at section and branch levels of the ICS
organization. Deputies must have the same qualifications as the person for whom they work, as
they must be ready to take over that position at any time. Depending on the extent of the Incident
Management team needed, this area of management may also have under its purview an
Information Officer, Liaison Officer, Agency Representative(s), and Safety Officer.
Public Information Officer (PIO)
Each agency and jurisdiction will designate a Public Information Officer (PIO). The PIO is
responsible for interfacing with the public and media andlor with other agencies with incident-
related information requirements. The PIO develops accurate and complete information on the
incident's cause, size, and current situation; resources committed; and other matters of general
interest for both internal and external consumption. The PIO may also perform a key public
information-monitoring role. Whether the command structure is single or unified, only one incident
PIO should be designated. Assistants may be assigned from other agencies or departments
involved. The IC must approve the release of all incident-related information.
Liaison Officer (LNO)
The LNO is the point of contact for representatives of other governmental agencies,
nongovernmental organizations, and/or private entities. In either a single or UC structure,
representatives from assisting or cooperating agencies and organizations coordinate through the
LNO. Agency and/or organizational representatives assigned to an incident must have the
authority to speak for their parent agencies and/or organizations on all matters, following
appropriate consultations with their agency leadership. Assistants and personnel from other
agencies or organizations (public or private) involved in incident management activities may be
assigned to the LNO to facilitate coordination.
Safety Officer (SO)
The SO monitors incident operations and advises the IC on all matters relating to operational
safetv. indlJdina the health and safetv of p.meroencv resnondp.r oersonnel. The ultimate
.l I
Ramsel' COII/1(I'- Wide Em<'l"gc/1cl' Operatio/1s Pla/1 Revisio/1 5.1. JU/1e. 2005
responsibility for the safe conduct of incident management operations rests with the IC or UC and
supervisors at all levels of incident management. The SO is, in turn, responsible to the IC for the
set of systems and procedures necessary to ensure ongoing assessment of hazardous
environments, coordination of multi-agency safety efforts, and implementation of measures to
promote emergency responder safety, as well as the general safety of incident operations. The
SO has emergency authority to stop andlor prevent unsafe acts during incident operations. In a
UC structure, a single SO should be designated, in spite of the fact that multiple jurisdictions
and/or functional agencies may be involved. Assistants may be required and may be assigned
from other agencies or departments constituting the UC. The SO, Operations Section Chief, and
Planning Section Chief must coordinate closely regarding operational safety and emergency
responder health and safety issues. The SO must also ensure the coordination of safety
management functions and issues across jurisdictions, across functional agencies, and with
private-sector and nongovernmental organizations. It is important to note that the agencies,
organizations, or jurisdictions that contribute to joint safety management efforts do not lose their
individual identities or responsibility for their own programs, policies, and personnel. Rather, each
entity contributes to the overall effort to protect all responder personnel involved in incident
operations.
Operations Section Chief:
The Operations Section Chief, a member of the General Staff, is responsible for the management
of all operations directly applicable to the primary mission. The Operations Chief activates and
supervises organization elements in accordance with the Incident Action Plan and directs its
execution. The Operations Chief also directs the preparation of unit operational plans; requests or
releases resollrces; makes expedient changes to the Incident Action Plan as necessary; and
reports such to the Incident Commander. Depending on the extent of the Incident Management
team needed, this area of management may also have under its purview a Branch Director,
Division/Group Supervisor, Strike TeamfTask Force Leader, Single Resource Coordinator, and
Staging Area Manager.
Command Staff
Planning Section Chief:
The Planning Section Chief is responsible for the collection, evaluation, dissemination, and use of
information about the development of the incident and status of resources. Information is needed
to: 1) lInderstand the current situation, 2) predict probable course of incident events, and 3)
prepare alternative strategies and control operations for the incident. This section serves as the
Incident Commander's "clearing house" for information. The Section Chiefs goal is to plan ahead
of current events and to identify the need for resources before they are needed. Depending on
the extent of the Incident Management team needed, this area of management may also have
under its purview a Resources Unit Leader, Situation Unit Leader, Documentation Unit Leader,
Demobilization Unit Leader, and Technical Specialists.
Logistics Section Chief:
The Logistics Section Chief is responsible for providing facilities, services, and material in support
of the incident, and is accountable for all personnel working in the hazard zone of the incident.
The Section Chief participates in development and implementation of the Incident Action Plan
and activates and supervises the Branches and Units within the Logistics Section. Depending on
the extent of the Incident Management team needed, this area of management may also have
under its purview a Service Branch Director, Support Branch Director, Facilities Unit Leader, and
Ground Support Unit Leader.
''J
.)~
Ramser COllllly- Wide bl/l"IJ!.l'l/cr OI1<T(lfiolls Plall Revisiol/ 5.1, ./ul1e. 2005
Finance/Administration Section Chief:
The Finance/Administration Section Chief is responsible for all financial, administrative, and cost
analysis aspects of the incident and for supervising members of the Finance/Administration
section. Depending on the extent of the Incident Management team needed, this area of
management may also have under its purview a Time Unit Leader, Procurement Unit Leader,
Compensation/Claims Unit Leader, and Cost Unit Leader. (Source: FIRESCOPE, California Department
of Emergency Services, 2001)
..___..._.__...............M..__..........h_........... "0_ ......._~ .. .. ........ . ................_. _._ .......... ".,_. ._.. ..__. _. ...... ...... "_"0_ .n.. ... ._........._.....__. ____. ...______.. .... .............. ___,,______ m
On-scene incident management I On Scene Incident Commander
The local jurisdiction immediately involved in the response will
establish on-scene command immediately upon arrival. In most
cases, the On Scene Commander will be the senior fire officer. In law
enforcement specific situations, the senior law enforcement officer will be
the On Scene Commander. County personnel will interface with this On
Scene Commander. Personnel will only respond to scenes when
requested or dispatched.
General On-Scene Incident Management Procedures
. Incident Commander (and/or Unified Command structure) will develop
Incident Action Plans (lAP) for each incident and update them as the
incident evolves. Operational periods will depend on the incident type,
but will be no longer than 12 hours.
. All responders, regardless of agency affiliation, report in to receive an
assignment in accordance with procedures established by the IC.
. Response operations are directed and coordinated as outlined in the
lAP.
. Each individual involved in incident operations is assigned to only one
supervisor.
. Supervisors adequately supervise and control their subordinates.
. Supervisors communicate with and manage all resources under their
supervision.
. Supervisors record and report resource status changes to Operations
as they occur.
Incident Response Matrix
Under this matrix, some incident types will be managed by a unified
command based on size and/or complexity, and may include more than
one primary agency. NIMS also provides agencies the authority to direct
operations related to their core competencies at incidents, which includes
giving tactical direction to other agencies performing operations within that
competency.
,1.)
Ramsey el)/l/Il.1'- Wide Emergellcy Operaliolls Plall RCl'isiOIl 5. I, .lillie, ]005
For example, Fire Department core competencies include:
. Fire suppression
. Hazardous Materials (HazMat) Response and Assessment
. Search and rescue
. Chemical, Biological, Radiological or Nuclear (CBRN)/Haz-Mat life
safety
. Chemical, Biological, Radiological or Nuclear (CBRN)/Haz-Mat
mass decontamination
. CBRN assessment
Law Enforcement core competencies include:
. Crime scene investigation
. Evidence preservation
. Perimeter control, site management and security
. Crowd control
. Traffic control
. CBRNE/Haz-Mat assessment (Sheriff's WMD Unit)
. CBRNE/Haz-Mat investigation into potential criminality or terrorism
e t::\I"l"""'lll""JItinn
L-VU\...rUUUVII
. Water search and rescue
Single Command
The vast majority of incidents are handled from on-scene "command
posts" and do not require the full force of governmental agencies'
presence or even their active involvement. Many situations will result in
notification being sent to the EMHS Duty Officer and/or the County
Sheriff's office, and these agencies respond to the scene as needed to
assess, evaluate and offer assistance.
Sample Single Command Matrix
INCIDENT TYPE PRIMARY AGENCY
Auto Extrication Municipal Fire Department
Baal in Distress Ramsey County Sheriff
Municipal Fire Department
Countywide Cyber Incident Ramsey County IS working with
Municipal IS aqencies as needed
Municipal Cyber Incident Municipal IS agencies
Civil Disturbance Municipal Law Enforcement Agency
Ramsev County Sheriff
Confined Space Rescue Municipal Fire Department
3.t
Ramsev COUfltv- Wide Emer,gcncy Operatiol/s Plafl Rcvision 5.1. June. 20()5
INCIDENT TYPE PRIMARY AGENCY
Correctional Facility Disturbance Ramsey County Sheriff or Ramsey
County Community Corrections
Disease I Epidemic Sl. Paul Ramsey County
Department of Public Health
Downed Tree Municipal Public Works
(Ramsey County Public Works for
County property)
Elevator Incident or Emergency Municipal Fire Department
Emotionally Disturbed Person Municipal Law Enforcement Agency
Municipal EMS Aaencv
Entrapment I Impalement Municipal Fire Department
Municipal EMS Aaencv
Explosive Device. Bomb Threat Municipal Law Enforcement Agency
State Bomb Sauad
Fire Municipal Fire Department
Hostage Incident Municipal Law Enforcement Agency
Sniper Incident Municipal Law Enforcement Agency
Special Event Municipal Law Enforcement Agency
Structural Collapse Municipal Fire Department
Suspicious Package Municipal Law Enforcement Agency
Water lice Rescue Municipal Fire Department
The Planning Section Chief develops the lAP, which is approved by the
IC. The Operations Section Chief directs the tactical implementation of the
lAP. All participants agree on the designation of the Operations Section
Chief.
Life safety operations are the highest priority Incident Objectives and will
be initiated by the first arriving resources capable of performing rescue.
Life safety operations in-progress will not be disrupted or suspended
because of transition of command to other agencies.
Unified Command -
In some circumstances, the severity or complexity of an emergency will
threaten to overwhelm the resources of the initial entity's responders
resulting in requests for additional agencies - possibly including agencies
from multiple jurisdictions. In these cases, the NIMS concept of Unified
Command is utilized.
Responding agencies commanders will co-locate at the Incident
Command Post collocate at the Incident Command Post and
. Assign an Operations Section Chief for each operational period.
. Keep each other informed of specific requirements.
. Develop a consolidated Incident Action Plan (lAP), written or oral,
that is evaluated and updated at regular intervals.
. Establish procedures for joint decision making and documentation
.,5
Ramser COllllty- Wide EIIlClgencl' Operations Plan Revision 5.1. June. 201)5
Responding agencies have Core Competencies, such as those depicted
in the NIMS Structure diagram above. The agencies representing the
inWally affected (or "requesting") municipality have the authority to direct
operations related to their Core Competencies at incidents, including
giving tactical direction by the ranking officer to other agencies performing
operations within that competency
If the initially affected municipality requests resources which that
municipality does not provide on its own (for instance, a state bomb
squad), the ranking officer of that resource has authority to direct
operations related to its Core Competency, including giving tactical
direction by the ranking officer to other agencies performing operations
within that competency.
Sample Unified Command Matrix
INCIDENT TYPE PRIMARY AGENCIES
Aviation Incident Municipal Fire Department
MAC
MuniciDal Law Enforcement Aqencv
Chemical. Biological. Radiological or Municipal Fire Department
Nuclear (CBRN) I Haz-Mat Incident State HazMat team
Countywide Public Health Emergency SPRCDPH
MDH
Explosion Municipal Fire Department
Municipal Law Enforcement Agency
State Bomb Squad
Natural Disaster I Weather Emergency Municipal Fire Department
EMHS
Public Works
MnDOT
PO'vver Outage rv1unicipal La'vv Enforcement Agency
Public Works
Utilitv Provider
Rail Incident Municipal Fire Department
T elecomrnunic."1tions Outage Municipal and County IS
Telecommunications Provider
PSAP's
Utility Incident Municipal Fire Department
Water Main Break Municipal Fire Department
Public Works
The Planning Section Chief develops the lAP, which is approved by the
UC. The Operations Section Chief directs the tactical implementation of
the lAP. All participants agree on the designation of the Operations
Section Chief.
EMHS, as the County's Coordinating Agency, will respond to multi-agency
incidents and participate in the Unified Command. EMHS is responsible
for coordinating resources from Emergency Support Function agencies,
relaying situation information to the County's and the affected City's
Emergency Operations Center, and supporting logistics needs.
36
Rams('l" COl/nty-/Fidc Etl/crgellcv Opl'rlltions Plan Revision 5./, ./l/l1e, 2005
Incident Action Plan (lAP)
An Incident Action Plan (lAP) will be developed for each operational
period of the incident and:
. Includes the overall incident objectives and strategies established by
the IC or UC.
. Adequately addresses the mission and policy needs of each
jurisdictional agency in the case of UC.
. Adequately addresses the interaction between jurisdictions, functional
agencies, and private organizations in the case of UC.
. Addresses tactical objectives and support activities required for each
operational period, generally 12 to 24 hours.
. Contains provisions for continuous incorporation of "lessons learned"
as incident management activities progress.
. Is developed when resources or authorities from multiple agencies
and/or jurisdictions are involved.
. Is developed when the incident will effectively span several operational
periods.
. Is developed when changes in shifts of personnel and/or equipment
are required.
. Is developed when there is a need to document actions and/or
decisions.
Information and Intelligence
The anaiysis and sharing or inrormation and intelligence are important
elements of ICS. In this context, intelligence includes not only national
security or other types of classified information but also other operational
information, such as risk assessments, medical intelligence (i.e.,
surveillance), weather information, geospatial data, structural designs,
toxic contaminant levels, and utilities and public works data, that may
come from a variety of different sources. Traditionally, information and
intelligence functions are located in the Planning Section. However, in
exceptional situations, the IC may need to assign the information and
intelligence functions to other parts of the ICS organization. In any case,
information and intelligence must be appropriately analyzed and shared
with personnel, designated by the IC, who have proper clearance and a
"need-to-know" to ensure that they support decision-making.
Regardless of how it is organized, the information and intelligence function
is also responsible for developing, conducting, and managing information
related security plans and operations as directed by the IC. These can
include information security and operational security activities, as well as
the complex task of ensuring that sensitive information of all types (e.g.,
classified information, sensitive law enforcement information, proprietary
and personal information, or export-controlled information) is handled in a
way that not only safeguards the information but also ensures that it gets
37
Ramser COIlIl/r- Wide ElIll'lgCIICF Opera/io/ls Plall Rn'isioll 5. I, .Iulle. 2005
to those who need access to it so that they can effectively and safely
conduct their missions. The information and intelligence function also has
the responsibility for coordinating information and operational-security
matters with public awareness activities that fall under the responsibility of
the PIO, particularly where such public awareness activities may affect
information or operations security.
Area Command
An Area Command is activated only if necessary, depending on the
complexity of the incident and incident management span-of-control
considerations. The County Incident Manager, an agency administrator or
other public official with jurisdictional responsibility for the incident usually
makes the decision to establish an Area Command.
An Area Command is established either to oversee the management of
multiple incidents that are each being handled by a separate ICS
organization or to oversee the management of a very large incident that
involves multiple ICS organizations, such as would likely be the case for
incidents that are not site specific, geographically dispersed, or evolve
over longer periods of time, (e.g., a bioterrorism event). In this sense, acts
of biological, chemical, radiological, and/or nuclear terrorism represent
particular challenges for the traditionallCS structure and will require
extraordinary coordination between Federal, State, local, tribal, private-
sector, and nongovernmental organizations. Area Command is also used
when there are a number of incidents in the same area and of the same
type, such as two or more hazardous material (HAZMA T) or oil spills, and
fires. These represent incidents that may compete for the same resources.
When incidents do not have similar resource demands, they are usually
handled separately and are coordinated through an Emergency
Operations Center (EOC).
If incidents under the authority of an Area Command are
multijurisdictional, a Unified Area Command is established.
Area Command has the responsibility to:
. set overall incident-related priorities.
. allocate critical resources according to priorities.
. ensure incidents are properly managed.
. ensure incident management objectives are met and do not conflict
with each other or with agency policy.
. identify critical resource needs and report them to EOCs and/or
multiagency coordination entities.
. ensure short-term emergency recovery is coordinated to assist in the
transition to full recovery operations
3X
Ramsc\' COI/ll/V- Wide f:me/gclle\' Opl'rlllio/1S Plall /?Cl'ision 5.J. Jllllt'. ]005
Ramsey County Incident Manager
IMPLEMENT A TION
Emergencies will be reported to the local Public Safety Answering Point
(PSAP). The PSAP will notify the EMHS Duty Officer and/or the Sheriff.
The EMHS Duty Officer or the Sheriff will make the initial determination to
implement this plan. Formal implementation of the plan simply involves
notifying the County Manager and the Director of Emergency
Management and Homeland Security of the situation. As soon as the
decision is made to contact these persons, this plan is considered to be
implemented.
GENERAL
Initially, Director of EMHS or the County Sheriff (or their designees) will fill
the role of the Incident Manager for the County. This may be limited to
coordination of county-based activities, gathering information and
intelligence, and assessing the situation to determine what level of
activation of the county is needed, and notifying County administrators.
Once he or she is able to reach the scene of an incident or respond to the
RCEOC, the County Manager will be the Incident Manager for the County,
unless and until s/he designates another person to fill this role.
EMHS will assist as possible in these activities and will keep in contact
with the County Manager as he or she establishes the RCEOC and
gathers staff together there. We recognize that organizing the county's
governmental Incident Management System will take time and that the
team members will need information upon which to act. We also recognize
that delaying some urgent actions until the teams can assemble would
unduly jeopardize safety and property.
Thus, the earliest hours of the county's involvement in an event will
typically revolve around activities of the Sheriff's office and the EMHS
staff. In those situations where there is time for deliberate organization
before the event or emergency develops, the county Incident Manager will
be selected by the County Manager based on which agency's field of
expertise best matches the scope of operations needed to successfully
cope with the incident.
LOCAL AND/OR UNSPECIFIED EVENT: EMHS staff responding to the
scene will serve as a liaison to the On Scene Commander and will initially
be the Incident Manager for county resources working in a Unified
Command Structure.
39
Ralllsev CUl/Il/l'-H'id,' EIII,'I}!.l'I1Cr Opcratio/ls Plan Rn'isio/l 5_1, June. 2005
Incidenl Inlenlelion Timdill('
MB,18'I:S ~ ~_~v~.
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LAW ENFORCEMENT SPECIFIC EVENT: If the emergency is one that
poses an obvious, imminent and credible threat to lives and safety, or is a
criminal matter, the County Sheriff will begin organizing the response
during the initial hours of the event and will assume the County Incident
Manager role under unified command until the County Manager is
available at the scene or the RCEOC. The Sheriff will then be the director
of the Operations Branch of the event.
40
Ramsel' COlln/r-1Vidc Emcrgcncl' Opera/ions Plan Revision 5.1. .lulie, 2005
PUBLIC HEALTH SPECIFIC EVENT: In events where there is no
localized point of activity and that are specifically public or environmental
health issues, the Director of the St. Paul Ramsey County Department of
Public Health will assume the role as the County's Incident Manager role
until the County Manager is available at the scene or the RCEOC. The
Director will then be the director of the Operations Branch of the event..
EMERGENCY COMMUNICATIONS
Providers of emergency services and public safety within Ramsey County
utilize multiple means of communicating during emergencies. All services
operate two way radios in either the VHf or UHf frequencies. All PSAP's
have the capability to "cross patch" between the systems in order to
facilitate interoperability of communications.
In addition, many agencies utilize Nextel phones (800 MHz) with two-way
"walkie-talkie" capability. All of the agencies have key personnel with
cellular phones and pagers.
In addition to radio (both UHf and VHf), phones and two-way pagers,
EMHS staff and Public Health emergency staff carry devices for receiving
emails in the field. The EMHS duty officer is available by all of these
means 24 hours a day.
EMERGENCY SITUATIONS INTERNAL TO COUNTY OPERATIONS
The county's EMHS Duty Officer is notified of all situations that
compromise the ability of a county function to provide its service to its
constituents (employees or citizens). EMHS staff will usually serve as the
Incident Manager for small-scale events, or until the arrival of senior
county management.
In the case of technological or utility emergencies, the lead county
department involved (e.g. Data Processing/I nformation Services or
Property Management) will serve as county Incident Manager.
COUNTY INICDENT MANAGER ROLES
The County Incident Manager's role is to coordinate the activities of
County personnel and resources being used or requested during an
emergency. In essence, the Incident Manager is the "chairperson" of the
committees and groups put together for the incident. Generally, this role
mimics the normal role of the County Manager, but with an emphasis on
the special needs of emergency situations.
41
Ralllscv COIIIl/v-Wide Emerg(,llcl' Opera/ions Plan Revision 5.1, June, 20()."
The County Manager is the County Incident Manager or will name a
designee as early as is practicable. To accomplish this, he/she will
typically consult with the Emergency Operations Team.
Additionally, the County Incident Manager will select and designate, at
his/her discretion, additional members to the Emergency Operations Team
to advise and assist in the performance of his/her duties. At all times, the
County Incident Manager must communicate fully with the Board of
Commissioners and ensure coordination of the use of resources from the
county and local governments, state and federal agencies, in order to
foster and expedite response and recovery throughout the county.
COUNTY EMERGENCY OPERATIONS TEAM
As incidents evolve, the need to coordinate the county's response
between agencies requires that appropriate staff be assembled. Often, the
team put together for an incident will be small - one or two department
heads affected by the incident, the County Manager and EMHS staff, for
instance.
More severe or widespread incidents require more subject-matter experts.
We recognize that these people need to know in advance that they may
commonly be called on to serve in an emergency. So we have designated
a standing Emergency Operations Team. This group serves as the core of
the Emergency Management Council and as the core of the county's
Emergency Operations Center staff.
The primary role of this group is simple. Members of the group, or the
entire group, will be called on to provide the Incident Manager with
expertise and advice during emergencies. In addition to the County
Manager (as Incident Manager) the team is made up of:
· County Sheriff
· County Attorney
· Director of S1. Paul Ramsey County Public Health
· Director of EMHS
· Director of Property Management
· Director of Budgeting and Accounting
· Director of Public Works
· Director of Human Services
· Director of Human Resources
· Director of Data Processingllnformation Services
· Manager, Interoperable Radio System
42
Rams,'.\' COl/lltv- Wide Emergellcy Operations Plan Revisioll 5.1, .llllle. 2005
Interoperable
County Attorney Radio System t ~:
Manager '.
County Sheriff
Director +c
~/;
Public Works '~'.J
~ .. ..::,:; . '.'
-":";....
County Manager Director
(Incident Manager) Property
Management
:. .. :...,... ~~. .. .
:{ :.' :~',:. -: ..'
Director
Human resources
..:"!".':
, ;;. . ".,-,:".
.......
."";'.'
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.~Y~0!i~:... ". . ",".' .:/
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Human Services
.J;;
.;
""./". -[,.
MUNICIPAL SENIOR OFFICIALS' POLICY GROUPS
Just as there is a need for county government officials to serve in the
leadership role for the County EOC and County decision-making, each
municipality needs to coordinate their individual operations. The individual
municipalities may call their respective groups by various names, but for
the purpose of this document they are generically referred to as "Senior
Officials' Policy Groups." These groups function in the municipal EOC to
provide the command functions necessary to set policy and strategic goals
for the municipal response.
In general, these Senior Officials' Policy Groups consist of (see Section IV
of thi~LP'lan for each individual municipalities list):
· Mayor
· Deputy or Acting Mayor
· City Manager/Administrator
41
RamS'T COllnlv-iVide Emogene!' Operatiolls Plan RC1'isioll 5.1. JI/ne. ]005
· City Attorney
· Chief of Police (or representative of law enforcement agency)
· Fire Chief (or representative of the fire service)
· Director of Emergency Management
· Director of Public Works
· Other municipal official as necessary.
RAMSEY COUNTY EMERGENCY OPERATIONS CENTER (RCEOC)
The vast majority of incidents are handled primarily at the local command
post or the local EOC in the affected municipality. In these "normal" cases,
decisions for the county can be made in meetings and phone calls over
time and summoning a special group together immediately are not
necessary.
However, in some incidents - particularly longer term and/or serious or
"sensitive" ones - dedicated staff need to be assembled to work on
projects. When activated, the RCEOC can be ready for operation within 90
minutes. The full activation time - including arrival of staff - is dependant
upon the time of day, but will typically average less than 120 minutes
24x7. Staffing of the RCEOC will follow the Incident Management System
and is outlined below. Additional detailed information about the RCEOC
can be found in Support Annex B of this plan. There are four dedicated
work groups assigned to the RCEOC. These are (1) the EOC Operations
Group; (2) the EOC Planning Group; (3) the EOC Logistics group, and (4)
the EOC Finance Officer.
Being intended for multiple uses, the RCEOC is not left empty and unused
during normal business activities. Various departments utilize the facility
itself for routine training, meetings and more. However, in the event of
possible or confirmed emergencies, the facility is immediately available for
use. The EOC will react in one of three "Operational Modes" outlined in
Support Annex B (the support Annexes are restricted for official use only).
Necessary county agencies will assign personnel to the facility as noted in
Support Annex B.
EMERGENCY MANAGEMENT AND HOMELAND SECURITY (EMHS)
The vast majority of incidents are handled primarily at the local command
post in the affected municipality. In these "normal" cases, decisions for the
county can be made in meetings and phone calls over time and
summoning a special group together immediately are not necessary.
The Director of EMHS is the alternate Warning Officer for the county and
the division is responsible to assist in the development of evacuation,
mass care, CBRNE and terrorism plans for the county. EMHS develops
44
~-----
Ramser Coun/.\'- Wide Emergemy Opem/iollS Plan RCI'ision 5./. June, 2005
and identifies training and educational programs for responders and other
personnel, and will provide information and outreach to the public.
The Director of EMHS is tasked with coordinating all counter- and anti-
terrorism planning and activities for the county and for ensuring or
conducting hazard and vulnerability analyses and the gathering and
dissemination of terrorism related information.
GENERAL RESPONSIBILITIES OF DIRECTOR. EMHS
. Chief staff to the Incident Manager and county Incident Manager
. Coordinating plan development and maintenance
. Serves as Liaison between municipal Emergency Managers,
and between them and county, state and federal support
agencies.
. Initial coordination and requests for county assistance at local
scenes
. Coordinates disaster funding requests within the county
. Emergency Services Unit mobile communications/command
vehicle and personnel
. Emergency Services Unit mobile on-site television surveillance
vehicle, equipment and personnel
. Mobile generators and lights
SPECIFIC TASKS:
. Ensure 24 hour Duty Officer position is staffed at all times
. Be prepared to respond to emergency scenes and make initial
assessment
. Notify the County Manager as necessary
. Make initial dispositions of county resources as needed
. Notify the State Duty Officer if not done by municipality
. Suggest and/or arrange for outside assistance as necessary
45
Rail/sf}' COIlI1~V- Wide Emog('f/(Y Operations Plan RfTisioll 5.1, June. 2005
EMHS EMERGENCY SERVICES VOLUNTEERS
Emergency Services Volunteers from EMHS will respond to assist at
the scene as requested by the municipality. This assistance may
include:
. Mobile Command Post
. Emergency outdoor lighting
. Emergency portable generator
. Communications net
. On-scene perimeter establishment and control
. Expert advice and consultation
. Incident command extension
ROLE OF EMHS DUTY OFFICER
The EMHS Duty Officer will take reports of major incidents from the
local Incident Commander or PSAP. The Duty Officer will determine
the method for notifying other EMHS staff and senior county
management and will determine need for response to the scene.
In general, EMHS will respond to the scene (a) if EMHS assts are
requested; (b) if the incident is or potentially may become, of such
nature as to pose a significant threat to large numbers of persons or
the environment or (c) if the incident might result in the formal
activation of either the municipality's local emergency plan or of this
county-wide emergency plan.
At the scene, the EMHS staff will be available to serve as staff to the
local incident commander.
CONTINUITY OF GOVERNMENT
The term continuity of government refers to the preservation, maintenance
or reconstruction of government's ability to carry out its executive,
legislative, and judicial processes under the threat or occurrence of any
emergency condition that could disrupt governmental process and service.
Ramsey County is beginning a more in-depth continuity process in
December 2005. The purpose of continuity of government planning is to
preserve leadership and authority, prevent unlawful assumptions of
authority, assure government direction and control mechanisms, and
46
Ramsey County-Wide tOme/gcnc.\' Operations Plan Rel'ision 5.1. .func. 2005
assure delivery of government services. The following details the elements
of continuity of government for Ramsey County and each municipality
therein:
Lines of Succession: Written plans that describe the succession of
authority for each elected and appointed official are maintained so that in
the event of incapacitation, death or absence of the office or position
holder there are at least three clearly defined and authorized persons to fill
that roll.
These establish an order or line of those entitled to succeed one another
under emergency conditions. Line of succession identifies who is in
charge and ensures continued leadership.
Safequardinq of Essential Records: These are measures taken by
government to protect all documents deemed necessary to continue
governmental functions during emergency conditions and to protect the
rights and interests of citizens during and after an emergency or disaster.
Each agency and department maintains back-ups of critical files.
Protection of Government Resources. Facilities. and Personnel: Refers to
measures taken to distribute resources in a manner that will facilitate
sufficient redundancy in order to preserve governmental functions during
and after an emergency or disaster.
Each department head appoints an operational continuity coordinator, who
is responsible for developing and maintaining a department Operational
Continuity Plan (OCP). Ramsey County agencies coordinate departmental
operational continuity activities with EMHS and the Director of Information
Services.
The OCP are intended to help ensure that critical governmental functions
can continue during times of emergency, or recover from disaster quickly
in order to resume service with a minimum of interruption.
Ramsey County Information Services maintains redundant off-site back-up
of all critical records that are essential for operations and reconstituting
county government. Municipal information services maintain data at other
off-site locations as well.
47
Rall/ser COlll1tV- Wide EII/ergellc\' Operations Plall Revision 5.1, .JIIIlC, 2005
GOVERNMENTAL DEPARTMENT AND EMPLOYEE RESPONSIBILITIES
Departments, commissions, agencies, boards, districts, officers, and
employees of the county and/or the affected municipalities shall have
emergency duties, responsibilities, and assignments during emergencies
when such emergencies are declared, and consistent with labor laws may
be required to provide services within the scope of their expertise during
such emergencies.
Departments, commissions, agencies, boards, and districts shall establish
and maintain plans and procedures for carrying out their own operations
during, and recovery after, an emergency and shall establish plans and
procedures for assisting the overall county effort to respond to and recover
from an emergency, including a line of succession that is three deep to
allow for 24/7 operations.
Employees, officers and others officially affiliated with the county shall
comply with these plans and procedures.
Administration
Reports are required from involved agencies/departments and local
governments to provide elected officials, the Director of Emergency
Management and Homeland Security, and other government officials with
information concerning the nature, magnitude, and impact of a disaster,
and for use in evaluating and providing the most efficient and appropriate
response. Reports required include, but are not limited to:
. Situation Reports
. Proclamation of Emergency
. Requests for assistance.
. Damage Assessment Reports.
Financial Management
Emergency expenditures are not normally integrated into the budgeting
process of the County. Nevertheless, disasters occur on a periodic
basis requiring substantial and necessary unanticipated obligations and
expenditures.
Ramsey County and the municipalities will incur disaster-related
obligations and expenditures in accordance with the provisions of
applicable County and State statutes.
Records will be kept by all participating organizations/ agencies; in
order to separately identify disaster related expenditures and
obligations from general programs and activities.
48
RIIII/.\"T COlln/I'- Wide EII/ergent'\" Opera/ions PIIIII R(Tisioll 5.1, .lillie, 2()O5
Emergency Procurement
In an emergency that requires immediate purchase of supplies or
contractual services (equipment, materials, rentals, etc), the County
Code provides for rapid response. The Office of Budget and Accounting
is authorized to secure at the lowest obtainable price, either by open
market purchase or from a single source, any supplies, equipment or
services, regardless of the amount of expenditure, when such purchases
are necessary to prevent delays In the work of the using
organization/agency which may vitally affect the life, health or general
welfare of citizens. Upon receipt of notification of an emergency and the
activation of the any emergency operations center including the RCEOC,
a Budget Office representative will, when specifically requested, report to
the EOC. Municipal and county budget offices will in all cases be
ultimately responsible for financial accounting needs.
Upon receipt of requirements, either verbally or in writing, the Office of
Budget and Accounting will provide a representative who will order the
required supplies or services and provide the vendor with a purchase
order number for confirmation at a later date. The vendor will provide the
items ordered and make billing against the purchase order number
assigned at the time the order was placed.
If an emergency occurs during regular County business hours, and
procurement personnel have not been directed to report to the RCEOC,
the using organization or agency or RCEOC personnel (if activated)
should immediately contact their purchasing personnp.1 or the Director of
the Office of Budget and Accounting by telephone and outline the
emergency requirement. Office of Budget and Accounting personnel will
take immediate and appropriate action to acquire the required supplies,
equipment or services, as outlined above, their municipal counterparts
will do the same for each affected jurisdiction in accordance with local
SOP.
If an emergency occurs at times other than regular business hours and the
EOC has not been activated with procurement personnel present, or when
the county or municipal budget office is not available to make the required
emergency purchase, the head of any using organization or agency may
make such purchases. The requiring organization/agency shall, whenever
practicable, secure competitive telephone price quotations and place a
verbal order with the lowest bidder.
Requisition and delivery records for emergency purchases must be
documented to explain the necessity of the emergency purchase and to
provide accurate data to the Office of Budget and Accounting (or its
municipal equivalent). At the conclusion of the emergency situation, the
Office of Budget and Accounting will obtain account codes and funds
certification and prepare and distribute confirming purchase orders so that
vendors can be paid for supplies, equipment and services furnished during
49
Ramser COU!1tV- H/ide EI/1i'rgcncv Operations P/a1/ Revision 5./, .lUlie, 2005
the emergency. Damage reports and insurance losses will be reported to
the County or municipal Attorney's offices for processing.
DELEGATION AND SUCCESSION OF EMERGENCY RESPONSIBILITIES
Wherever in this document or by law duties and authority for emergency
roles and responsibilities are designated to specific county Department or
Division heads, they shall designate and include in their written contact
procedures, a chain of succession in the event either is not available to
immediately act in an emergency and shall file such designation list with
the Board of County Commissioners.
If an emergency occurs in the absence of the principal, the first individual
on such lists that can be contacted and is able to act shall have the full
responsibility and authority to act for the principal officer until relieved by
the principal or by a person with higher rank (or priority) on the established
list.
The immediate chain of succession for Ramsey County leadership is:
. Chair of County Board
. County Manager
. Director of Intergovernmental Relations
The chain of succession for each municipality is indicated in Section IV of
this plan beginning on page 56.
Emergency response leadership is described elsewhere in this plan.
50
Ramser COllllfl'-H'idt' l~ml'rg(,l/n' Opcratio/ls PllIlI RCl'isioll 5./. ./UIII', 2()()5
III.' RESOURCES FOR COUNTY DEPARTMENTS
INTERNAL PLANNING ORGANIZATION
Department Emergency Coordinators
Each department head appoints a Departmental Emergency
Coordinator (DEC), who is responsible for developing and
maintaining the department emergency plan, coordinating the
department's emergency response activities with EMHS, and
coordinating training within the department.
Building Emergency Coordinators
Property Management and EMHS have worked to recruit and train
a Building Emergency Coordinator (BEC) for each county owned or
operated facility.
The BEC program provides for the safety of county employees and
the public in county facilities. BEC's emergency preparedness and
response activities assist in ensuring the continuation of
governmental services in county facilities following a disaster. The
program focuses upon developing a "Building Emergency and
Evacuation Plan" (BEEP) for each county facility of 10 or more
staff.
The BEC has the responsibility for establishing and maintaining a
building emergency plan that contains essential information for
responding to an emergency situation, including building floor
plans, after-hours contact roster, vendor/utilities contacts, multi-
hazard threat response procedures, and the county's building
closure policy. The BEC may also select personnel from within the
building to assist in these activities. The BEC conducts annual fire
evacuation drills in each county facility. The Property Management
department manages the BEC. The overall BEC program is
coordinated by EMHS.
51
Rl//l/sn' CUllltll'-WiJI' f:/l/l'lgl'l/CF Operations Plan Rel"isiol/ 5.1. JIIlle. ]005
SPECIFIC, ONGOING RESPONSIBILITIES OF COUNTY DEPARTMENTS
Ramsey County Board of Commissioners
The County Manager will notify the Chair of the Ramsey County Board of
Commissioners (the Board) of any situations that are or threaten to
become Q..ublic emerqencies .91___di~Q~.ters. The Board will meet In
emergency session at the request of (a) the Chair of the Board; (b) the
County Manager or designee; or (c) any Board member.
The Board IS responsible for debating and/or adopting necessary
emergency ordinances as stated in the Charter, Sec. 5.03. Under the
terms of the Charter, the Board may pass emergency ordinances at the
meeting at which they are introduced via unanimous vote of the Board
Members present, assuming a quorum. The first step for the Board is to
pass the ordinance declaring that an emergency or disaster exists in the
County.
The basic responsibilities of the County Board that will stem from an
emergency include:
. Policy
0 Be available to meet at short notice
0 Authorize expenditures and monitor same in a timely fashion
0 Maintain function of legally constituted county government
. Coordination
0 Work during emergency with affected municipality's elected
officials to identify needs and priorities that will be addressed
after the immediate response has stabilized the situation
() Verify ability of local and county assets to meet these needs
. Communication
0 Communicate these needs to the RCEOC so that
countywide planning staff can quickly work to address them
0 Communicate with other counties, and partners
0 Communicate with elected state and federal officials
0 In coordination with the PIO and the other response
partners, provide a voice for accurate and timely information
to the residents of the county and state
In the event that an emergency meeting cannot be convened, the County
Manager will exercise certain responsibilities.
5~
RlIIlI.\', T emlll/F.II'id(' EIIIl'/:!!,' '/I<T OI'l'ril/iO/lS I'fil/l RCI'isio/l 5.1. .IIIl1C. 20()5
County Manager
As detailed elsewhere in this plan, the County Manager will assume the
role of Incident Manager for all emergencies and disasters as soon as
s/he can respond and unless and until s/he delegates that role to another
Department Head (e.g. the Director of the St. Paul Ramsey County
Department of Public Health, the County Sheriff, or the Director of
Emergency Management and Homeland Security).
The County Manager has specific roles in the event of emergency as
outlined in the Charter and the Administrative Code of the County. The
County Manager can;
. Authorize emergency expenditures
. Authorize the closing of county offices, facilities or departments
. Take "such action as necessary and notify as soon as possible the
chair of the county board." (Code, Chapter 3.30.00 f).
. Serve as or designate the Incident Manager for county-based
response and recovery efforts
All County Departments
All Ramsey County facilities will develop a critical incident response and
recovery plan for the facility. In multiple-tenant occupied facilities the
tenants will cooperatively develop a facility wide critical incident plan. Each
department will develop a critical incident response plan and an
operational continuity and recovery plan for their department.
The critical incident plan will encompass the following elements:
. Direction and Control, the methods of managing resources,
analyzing information and making decisions will be used;
. Communications, the methods of communicating with staff,
citizens, and outside organizations will be used;
. Life Safety, the methods of protecting the health and safety of
everyone in and around the facility will be used;
. Property Protection, the methods of protecting the facilities,
equipment and vital records will be used;
. Community Outreach, the methods of building community trust in
County operations will be used; and
. Recovery and Restoration, the methods of providing public and
employee trauma assistance or restoring operations will be used;
and Administration/Logistics/Relocation, the methods of ensuring
complete and accurate procedures and records will be used.
Source: County Board Resolution 95-259.
53
RIIII/S(T CO/lllfr.lI"idc EII/<'t:!!,t'IIC\' Operatiol/s Plan Rcvisiol/ 5./. .Illl1e. 2()()5
The departmental continuity and recovery plan details
. Listing of essential functions
. Methods and locations for protecting and retrieving essential
documents
. Chain of command and succession
. Details of process necessary for identifying and reconstituting lost,
damaged, or destroyed records of essential functions.
EMHS will assist in developing, reviewing, and approving these plans.
Routine infrastructure status reportinq
During regular, non-emergency, operations, the county is responsible
for submitting status reports to the State of Minnesota on a monthly
basis. During the first week of each month, departments will be asked
to submit information about situations that would decrease their ability
to provide services should a large emergency occur. These reports are
gathered by the EMHS Emergency Management Coordinators and
submitted to the State, as are similar reports from the municipal
Emergency Managers.
Emerqency incident status reportinq
In any emergency, we may need to quickly and regularly gather
information about the ability of departments to provide services.
Department heads may be asked to report the status of their groups,
and their ability to provide services to the Planning Officer at the EOC
- typically within 8 hours of the declaration. In some cases, those units
directly affected by the emergency may be asked to report sooner
In Level 4 situations, county resources will be stressed to the limits.
The heads of major departments of the county and the members of the
Emergency Operations team have specific requirements:
. Gather information about the status of their department and
report it to the Planning Officer at the EOC within 4 hours of the
declaration. In some cases, those units directly affected by the
emergency may be asked to report sooner
. Follow-up reports are needed at 8 hours, 12 hours and 24 hours
after the declaration. Thereafter, a daily report on the status of
the departments is needed until emergency operations are
terminated.
. "Status" includes reporting on the overall ability to perform the
miSSion of the department, lost data; physical damage;
personnel issues, etc.
54
Ramscv COllnty.. Wide f:mergc/1(Y OpaatioJ/s Plan Revision 5./. June, 2005
How to report:
,--T Excised r I
Alternatively the report can be:
. 0--'-'-.'--'.--' Excised I I
. Hand deliver the report to the EOC or other designated
location( s).
55
--------
RamscT COI/I1fV- Wide Emergel1cl" Operatiolls Plan Rn'isioll 5./. JUIIC. 2005
IV. MUNICIPAL DIRECTION 'AND CONTROL." ~ "J
., . ,. '. ^
Each of the municipalities within Ramsey County and participating in
this Countywide Emergency Operations Plan have adopted this plan
by resolution or ordinance for a period of not more than four years. In
accordance with State guidelines and best practices, the plan will be
reviewed each year, and substantially re-written every fourth year. The
municipalities will approve and adopt the plan each fourth year.
The majority of required information for each municipality is common to
all municipalities. As part of the review and update process of the plan,
each municipality has or will appoint/maintain an Emergency
Management Director for the municipality. Each year between August
1 and October 15 as part of the review process, the municipal
Emergency Management Directors will:
1. Review the entire Countywide Emergency Operations Plan,
paying specific attention to details about his/her municipality and
submit required changes and corrections to EMHS.
2. Provide EMHS with an up-to-date line of succession for the
municipality
3. Provide EMHS with 24x7 contact information for all EOC staff,
or provide EMHS with notice that the municipality has updated
that list and where and how it is available in an emergency.
4. Provide EMHS 'Nith up-ta-date emergency contact information
for the municipal EOC and personnel needed to activate the
EOC in an emergency, including, but not limited to, the
Emergency Management Director (and alternates) and the PIO.
5. Verify and update, as needed, the information in this section of
the Countywide Emergency Operations Plan and Chart B of the
Basic Plan.
6. Provide EMHS with up-to-date lists of hazards (submission of
required hazards information to the State of Minnesota satisfies
this requirement).
7. Participate in regularly scheduled Emergency Management
Directors' meetings conducted by EMHS and provide
information required for the planning and resource management
efforts.
56
Ralllser COIIII/I'-Wide l~il1<,"g(,lIcr OfJ(,rilli(l1lS Plan I?i'\'isioll 5. J, JIII/C, 2005
8. Maintain saP's as needed to execute this plan, and provide
written verification that these saP's are in place, valid, up-to-
date, and where and how the saP's can be obtained in an
emergency
9. Participate in exercises as required
10. Provide a letter of acceptance of the Countywide Emergency
Operations Plan.
In the event a municipality activates this plan (as a result of an emergency
affecting that municipality or as a result of the declaration of a countywide
emergency), the municipal government will meet in accordance with local
ordnances and saP's. In general, municipal governments are responsible
in an emergency to:
. Policy
() Be available to meet at short notice
() Authorize expenditures and monitor same in a timely fashion
0 Maintain function of legally constituted municipal government
. Coordination
u Work during emergency with other affected municipalities'
elected officials and Ramsey County officials to identify
needs and priorities that will be addressed after the
immediate response has stabilized the situation
0 Verify ability of local and assets to meet these needs and
pass requests for assistance to Ramsey County
. Communication
0 Communicate these needs to the municipal EOC so that
emergency planning staff can quickly work to address them
0 Communicate with other municipalities and partners and
Ramsey County
r) Communicate with county, state and federal officials
(") In coordination with the municipal Pia, the county Pia, and
the other response partners, provide a voice for accurate
and timely information to the residents of the municipality.
57
RUlllser elll/llt\". ""ide f'-me/gelle\" Opcratiolls Plall R''l"isiOI1 5.1, .hl/H', ]005
Municipal EOC's
Municipal Emergency Operations Centers (EOC) are noted in the
following table.
All EGGs have basic back-up generated power; land line and radio
communications capability; a provision for securing the facility (in all
cases, the local law enforcement agency will provide or arrange for
security during operations); basic sanitation needs and access to
restrooms. In the event local water systems are compromised, all EOC's
will require a vendor or volunteer agency to provide potable water. The
local Emergency Management Director is responsible for this activity and
for ensuring that all EGC facilities are appropriately stocked and equipped.
EGC activation time in all cases will average less than 120 minutes.
5R
Ramscr <.'01111/1'- Wide EII/(,I:~(,I/Cl' Opera/ions PIl/n Rcl'ision 5.1, .June. 2005
Arden -iii"lIs I Ch~i'; of Succ~~'si~n ..--.-----.-- ...-.------. "'--'.'-.-.-.---."---.-
Political Succession in Arden Hills is as follows:
0 Mayor
0 Acting Mayor
0 Council Mcmbers (by order of seniority)
Succession of managcmcnt for the City of Arden Hills is:
0 City Administrator
0 City Administrator dcsignee
0 City Accountant
0 Public Works Director
Command and Control
Emergency rcsponders will institute incident command.
I City of Arden Hills
I
I I::mergency Staff Organization
I:]
I . '-'.',.,."u,"'--"-"-
L---.-
~u-J _.m3~~~j~
Pub!,,;
__. _:,~:.~~.~:"n ....
I ',:'" !,om,c.,,'''''''' ~ [OU"," M.m~
EM Dlroclor thy senlorrty)
,
. ----...- . -- .~-------_.
...~--- ,=r] ~J If ....l_ ___1........._.__
["'c,.,"""" 1 t t",;\. ..()::::T~~.:~;~r~" Pubht; Works [!""'''M J [ P,.,",. ",,-, F.:J
,.!1,.I.....lrr'rl hcr.realmo
T '---r- i"'- T
;o'.:uru1l9 '-'v.,I~:",r. I m.;!rgl n~,:lf:!':r;r~J UI.h:w~, I.mergf'ncy l;..w fniOI(:"IT1l~111
"~.,-~l C>~,="r..llun~ ~()~dw.,jY:;
'..~~n,=,r.:ll tvJlmn [:JC t.1!:1"lnl lnr.p-e,,;II;>:l I'merg eqUipment 1I0llSlng [raftlC Conlrol
[.(."')..1 S. ~1I,al1{;l:' C(,mmun.t, l.iarn~ige .\:;.;.r~:;:;ml"..nl f>er!:iOlll"lel Sheller M4rnl ~'f.'r.urlly
InlUlr!l.:ltll"l !...1gtrlnl ! mergeno:y ~<'~P.::lll:; ~Iuotj cOl1lr:.>1 W.Jlerlfm,d folie Suppr<':~;:';I...n
Eo:onC1ll':'; ;~e::'O\Jru. r.lqrnnl C,)~I E:,tJ;I1.~!'..:", nebr;!;. dlspos~+1 It~altt1 SVI.S Hesc\;e
f,lob,h:'( t.'i'lr.s'(".h.Jrl:'; Pl;bhc Tranr.port E..,a..;uabOlI
Re~'.>rl:: .~n,1 Cns,~" RcI(>1',.It!,.,n
'~e(.o"l:";
EOC Activation
-.--.--.
Excised
-- ----. .- ----.----..-.-
59
Ra/1/sev COlll/tr-/fide EIII<'I gCl/n' Operations {'fill/ Revisioll 5.1, ./lIl1e, 2005
.-..-...- .-..-..-....--. ..._~.._--_.. -----.. --.---.-----.. --------." --.---...-.-
FOC ehone:
0::- Fxc~"('~1---.T---.---l
~ _ _ ."" v
The Arden Hills Eoe will bc partially activated duc to potential threat to
life or property from sevcre weather, civil disturbancc, hazardous matcrials
incident and/or terrorist activity.
The Eoe will be Ililly activated in response to actual cmcrgencies
engendered by any of the above and/or incidents involving response to the
area by state or federal agcncics.
The Foe may be activated in response to incidents in surrounding areas.
The Ardcn I hils Emcrgency Managcmcnt Director is rcsponsible fix
cnsuring that the EOC is activated. All Arden Hills EOe Staff are expccted
to respond to the EOe when events such as those above occur.
EOe Staffing lists arc on file with the Arden Hills Emergcncy
Management Dircctor and includes:
. Mayor
. City Administrator or Assistant
. Planner
. City Accountant
. City Attorney
. City Enginccr
0 Public Works Director
. Parks and Recreation Director
. Sheri ff s Representative
. Fire Chief
Communications
Excised
---.-"--- ------ ---".._- ...-------..-----.-.- -...----- ...-...-- ~ 0- .___...
60
Ramscr CO/I11Il"- Wide F.mC/:!!,l'lIcl" Of/crations Plan Revision 5.1, .June, 2005
-'--. .--. --1--- ----- --- - - ----- --...-.--...---....1
Falcon Chain of Succession
Heights
Political Succession in Falcon Heights is as follows:
o Mayor
() Acting Mayor
Succcssion of emergency managcmcnt !{J[ the City of Falcon Heights is:
() City Administrator - Emcrgency Management Director
o Fire Marshal
o City Clerk
() City Accountant
Command and Control
Emergcncy respondcrs will institutc incidcnt command.
City of Falcon Heights
Emergency Staff Organization
I M'Ym I;
. , 0; .h<!. ('S .
Public
Information
City Administrator W .
EM Director armng
Resource 0 d I t I Ad . . t t'
M t ps an n e miniS ra Ion
anagemen .
CITY CLERK EM COORDINATOR Finance
Damage Police Fiscal
Assessment Fire/Rescue Legal
Utility Restoration Communications EOC Hqtrs
Debris Clearance RADEF
Health/Water Warning Point
Congregate Care
Volunteer Coord
..- -.--- ........ --.. --------. - -.. ..-..--.. .-..--.- ---. "-.- ------.---.-. --...-". _. -.. "---..-... -------
61
Ramser COlll/zr-H"ide f:melxcflcl" Operario/ls Plal/ Rel'isiri/l 5.1, .fUl/c. :!005
------_. .-. - .- -- -----,------ - ----..---- -- -...-- .------ ..--. ------ ..-. -." --.- ."-----..-
EOC Activation
Excised 1
..---- .--- ------------ --
The Falcon Heights FOe will hc partially activated duc to potcntial thrcat
to life or property from severe weathcr, civil disturbance, hazardous
matcrials incident and/or tcrrorist activity.
The EOC will be fully activated in rcsponse to actual emergcncics
engcndered by any of the above and/or incidents involving response to the
area by state or fcderal agcncies.
The EOe may be activated in response to incidents in surrounding areas.
The Falcon Heights Emcrgency Management Director is responsible for
ensuring that the Eoe is activated. All Falcon Heights EOC Staff arc
expectcd to respond to the Eoe when events sllch as thosc above occur.
Eoe Staffing lists arc on file with the Falcon Heights Emergency
Management Director and includcs:
· Mayor
· City Administrator
· Emergency Management Coordinator
· City Planner
· City Attorncy
· City Engineer
· Public W()rks Director
· Parks and Recrcation Director
· St, Anthony Police Reprcsentative
· Firc Chief
Communications
Excised
--,,- --.----- ..-..-.-.----------..-.------.--------
- ----- .---.-. --. .." ----..----- --------. .- -" -_."-- .---..--------------.------ - -- .--
62
Ram.'i(T COllI/I\"- Hide Emcrgcllcv Of'cnllio/1S Plan Revision 5.1. JUIlC. 2005
..- .--. "-. --'-r" - -- -"- ... -..-- "- -... - --------. --- ---' ---"-'--'--- ..
Gem Lake Line of Succession
I · Mayor
I · Acting Mayor (selected hy City Council persons each year)
. Most Senior Council person
. Other City Council Persons in order of seniority
. City Clerk
I Command and Control issues
I Lnv enforcement is by contract with the Ramsey County Sheriff (one of
the Contract Cities)
Fire and Paramedic Services by yearly contract currently with the City of
White Bear Lake
The Mayor is the designated Emergency Services Director.
EOC Activation
,-T- --- Exci,ed I I
Communications
----r.--. .---..-----
Excised
d
~t
n
----- -.-.... ---- .--- --- ....----.-- ...- .- --..------. -.. -. --. ..-.-----. "- .---.-.----.....-- .--- -..-
63
Ramsey Coul1/Y- IFide Emergcl/cr Opcra/iol/s Plan Revision 5./. JUl1e. 2005
--.----- --. -" -..----..--- -------.- -----..--- ".--".._- .-....----..-.--..--..
Lauderdale Line of Succession
In thc City 01" Lauderdale, the mayor is rcsponsible lor providing overall
direction and control of city government rcsource. The city emergcncy
managcment director will serve in a staff capacity to the mayor, and will
coordinatcd cmergency operations. The city emergency management
director will also servc as a liaison with the Ramsey County EMHS
d i recto r.
Diredion and control for the city's rcsponsc will take place from thc
Lauderdale EOC at I X91 Walnut strcet.
Mayor
0 Mayor
0 Acting Mayor
0 Council member (bascd on scniority)
Emergency Managcment Director
0 City Administrator
0 Assistant to the City Administrator
Public Works Dircctor:
0 Public Works Coordinator
0 Maintenance
Command and Control issues
Mavor aJ1{t~)LCity AdministratQ.r - overall supervision of opcrations;
communications with various state and federal <lgcncics; commllnications
with media; assist with all fOl111al public int()flllation relcases.
~M Dircl:;JQ! - Overall cmcrgency and rcsource managcment; FOC
management; crisis relocation and evacuation.
Attorn~:y - legal counsel; intclligence and gcncral public infonnation;
documentation, records and reports.
Assi~taDJJo the City AilillinistratQf. - financial scrvices; asscmbly of maps
and othcr data for presentation.
P.!lblic Works - field surveys and damagc assessment; emergency
cngineering scrviccs; emergency repairs and cost estimating.
M,~i.!1J~l!ance - emcrgency \\"ater, sewcr, and clcctrical services; emcrgcncy
personnel and cquipment; equipmcnt managcment; roadway clearing ancl
---- -_..- -"- deb!i~!:.emov,~l;ef!.lqgsncy r~~li!s_ ,'_ . -- -----..--------.
(,4
Ran/scv COlllllv-IFide EIIICI~!!en(T Opera/io/ls Plan Revision 5.1. JUIlC. 2005
- ..--.- - - .-- ---- "-.. -..-- .-----.------- -------.-..-."-- ..-. ..-.
J.&ad PIQ: Mayor and/or City Administrator
Other areas and agcncies:
Deputy Clerk - emergcncy housing, shelter, f(lod, watcr and fuel
management: emergcncy medicine coordination; coordination with
hospitals and morguc scrvices; emcrgcncy transportation; coordination
with schools and churches and voluntary organizations.
City of Lauderdale
Emergency Staff Organization
Mayor/Council
I \
.' , c
I City Administrator ----- Advisory
EM Director Commissions
I I
I
I
I
I
I
I I
I
,- - - - -,- - - - - -,
o 1 CI kJ i ^,"","lIoIh,
epu y er I City Administrator
I
r-----I-----,
I 2
I
Public Works I
Maintenance I
I
I
- - - - - -1- - - - - -
I
Fire Department I City Attorney
I
I
I
------ I
Consulting
Engineer
------ ---..--- J__ _.__ ._H_______ ---.--.-- - .
65
Ramser Coul//Y- U'idl' Emo:f!,cl/cr Opera/iol/s PIal/ Revisioll 5.1. .Julie. ]005
-.._" -------.." ".._ ._ _0- ____.. _ h_ __.._. _ ____._ ..._. ___ __. __ __.__ ------." ..- ----
EOe Activation
rr------- ~J
Excised
. ._---_.._...._._--~- ....---- --.--_..
EOC Phone:
I I Excised I I
Thc Lauderdale EOC will be paltially activated duc to potential threat to
life or propelty from scverc weather, civil disturhance, hazardous materials
incident and/or telT(lrist activity.
The roc will be fully activatcd in response to actual emergencies
engendered by any of the above and/or incidents involving response to the
area by state or federal agencies.
The Eoe may be activated in response to incidents in surrounding areas.
The Lauderdale Emergency Management Dircctor is responsihle 1<.n
ensuring that the FOe is activated. All Lauderdale FOe Staff are expected
to respond to the EOe when events such as those above occur.
EOC Staffing lists are on file with the Lauderdale Emergency ]'vlanagement
Dircctor
Communications
-----"..-"- -"--- ----_.-- ._----. - ---.-" .-.-
Exciscd
---"
EOe SET-UP:
------
Excised
-_._--
-- -. - ------"-----.-- .-_..- - --------- ---- --.-----.-" _0" ___________ __" _ _n__
66
Ramser COIllIly-I.Vidc ElIlergclln' O{lc/"(/liollS I'/all RCFisioll 5.1, .II/11C, ]()(J5
~ ---" --.--. ..- .---. -.-------. ..- -....-.--- ---- "-- -.-- ---------.-..--
Little Line of Succession
Canada
The rVlayor of Little Canada is responsible for providing overall direction
and control of city government and resources. The line of succession is:
. Mayor
. Acting Mayor
. City COllncil
The Emergcncy Managemcnt dircctor will serve in a staffcapaeity to the
mayor and will Catry out processcs and directives, and coordinate
emergency opcrations. The line of succession is:
LEAD PIO:
Mayor, and or City Administrator
LINE OF SlJCCESSION:
MA '{OR:
Mayor
Mayor Pro-Temp
EMERGENC'{ MANAGER:
Emcrgency Management Director
Ramsey County EMHS Coordinator
An emergency management director from a neighboring community
PUBLIC WORKS:
Public works Director
Lead worker
City of Little Canada
Emergency Staff Organization
lJ
Comm..~nd :-
M<:lyor/Cll"y Cuurlnl ".
- - --".- Coordinate-
.- -~. . -. . - -~~., .~'.~ T-..~~.:='_~ - ] - . - l-:(iurlTy - -I
l t I S~'c
--=~..~~~)I_. -----.- L~~~n~.I~:~~'=. --~ _.;~:~:~_.~
I ~:_-=}-[~". Ilc~_;:}+ 'R
,
,
L 1- -:,,:',,-'--'
---. ---- ------.-....-. ------ - --. -..-.. . "-- --. ---.-"-- .-.. ..- .-. ..-..- -- ._-. - .-.. -... .
67
RamStY COllntv-Wide F:mcrgencl' Operations Plan Rcvision 5.1, .funt', 2005
-.----.-- - . - ---- -_. . .__"__,_" ._. ._ ._. ..n_ ___. ... _..__ I
EOC Activation
'.' f"l. ro r"r' A ..,.~., ,<,
Excised
-.---
EOC PHONE LIST (Phone Number and agency or person assigned):
Excised
EOC SET-UP:
..- '---'.- ...--..---'-..--. ----_._--~-_.._-
Excised
- .--.----------.....--.-...-- -- I
I
I
I
The Little Canada FOe will be partially activated due to potential threat to I
life or property from severe weather, civil disturbancc, hazardous materials
incident and/or terrorist activity. I
The EOe will he fully activated in response to actual emergencies
I
engendercd by any of the above and/or incidents involving response to the
area by state or federal agencies.
The FOe may be activated in response to incidents in surrounding areas.
The I .inle Canada Emergency Management Director is responsible for
ensuring that the EOC is activated. All Liule Canada EOC Staff are
expected to respond to the EOe when events such as those above occur
EOC Staf1ing lists are on file with the Liule Canada Emergency
Management Director and includcs:
. Mayor
City Administrator I
. I
I
. Director of Emergency Management I
. City Planncr I
. Public Works Director
. Parks and Recreation Director J
. Ramsey County Shelitrs Representative
. Fire Chief
.-----..-. .-..-- . -- .. ------. --. ." . .-- -.- -- -. -..- --.-- -" - - n" ._, .___ .-
6X
Ramsev COlll/t\'- fVide EmCl"l!.cncl" Operatiol/s Plan Revisiol/ 5.1, Jill/C. 2005
----..-.---. .-- --.,-..-.-- - -..------. ---- -- --------. .-- - --.-. ---...
<:ommunicatiol1s
."-...- --."-- ---..----
Excised
--- --.--c::-------.. ~- ...--.
..---.-.-- .- -...--- ------- "_.._._. -- --.-.------ -- -". .-- -".
69
Ramsey COlln/y- H'ide r:lI1er~el/cy Opera/io/1.\" Plan R(TisiU/1 5.1, ./II/1C. ](J()5
--.-"' -,-- -----.... ----_..-.- -..- .-. -.--- .- --------. - -- -- -- --..-" - -.-
Maplewood Line of Succession
MAYOR,
COUNCIL PERSON JUENEMENN
NEXT COUNCIL PERSON IN THE DOOR
CITY MANAGER
Command and Control issues
MA YOR: ROBERT CARDINAl.
EMERGENCY MANAGER: ACTING STEVE LUKIN
PUBLIC WORKS: CHUCK AIIL
LEAD PIO: CITY MANAGER
City of Maplewood
Emergency Staff Organization I
Mayor - Council I
Emergency
Management I
Director
~~-_._-
PublIc
Intorl113tiorl
OHicer
--
Fire Dept Community Legal Parks & Rec
Developmenl
Admin F Ina nee Public Worls Police Dept
Rescue
EMS
-..--.- -.----- ----.. -".---- -. ---.---....--.-------.--..-.. --------.- --- .. ---..- - -
70
Rall/sev COl/l/tv- ~Vide Ell/t'I"ge/1(T Operations Plal/ R('\"ision 5. /, JlIl/e, ]005
---..---.- '.'--- _..._.._~--_._.-.- "-----.. --. -. .-. .--.... - .-. -- ----.. --. --.--"--.---- "--. --. -.
EOe Activation
EOe LOCATION/ADDRESS:
---
Excised
._-~-
Line of Succession
The Mayor of Maplewood is ultimately responsible for providing direction
and control of city govemment resources involved in the response to a
disaster. Thc line of succession to the Mayor is as fiJllows:
I. Mayor
2. Mayor Pro- Tcmp.
3. Next Council Person in the Door
4. City Manager
5. Assistant City Managcr
Command and Control Issues
For Emergencies/Limited Scopc Disasters
An incident command systcm (lCS) may be cstablished to direct the initial
rcsponse by city l()fces to thc event. (If ICS is implemented, the lirst
aniving senior official will serve as the incident commander until hclshe is
propcrly rclievcd), Iforganizational control of the incidcnt escalatcs
beyond the capability of field command, thc City Emergency Operating
Ccnter (EOC) may he activated to provide overall command of the
incident. This will generally bccome nccessary when the incident covers a
large geographic arca, multiple locations, and/or when multiple responding
agencies are involved. Activation may be requested by the Incident I
Commander, the Emergency Managemcnt Director's Deputy, the Mayor,
or City Council.
DESIGNA TED INCIDENT COMIVIANDERS
. EM Director
. Policc Chief
. Fire Chief I
. Deputy Police Chief and Deputy Firc Chief I
. Police Captain I
. Fire Paid-Per-Call Chicf
. Fire Captain
. Police Sergeants
.---.. -."..-._--- --- -- --..-"--- .."-..--------- -....------ - --- ..- "-- -.. - -.- "- - -- "-.-
71
RamsEY CVl/lIly-Wide Emergency Operatiolls Pla1/ R1Tisio17 5.1, ./UlIC. 2005
----.--- ..-. ..--- --.- ---- o. ... n_. ____. __ ..- .- -----..-. -- -.------ --- ---..----.
LEAD PIO: City Managcr
EOC Activation
--.-'- -.------..--.- .-.------ ----
Excised
ce
-..------.- _....--- ....--.... ..- ------.. -----..
Thc functions perfomled at the EOC will vary according to the type and
scopc of the disastcr, but will generally involve:
l. Coordinating the city govemment response to the disaster
(including coordinating with and supporting the on-scene
commander if ICS is implcmented).
2. Coordinating with any adjacent local government(s) affected by
and/or rcsponding to the disaster.
3. Coordinating with any county, state and/or federal agencics
responding to the disaster. ,
4. Coordinating with any busincsses/industries directly affected by I
and/or responding to thc disaster.
5. Gcnerating appropriatc public infimnation. '
6. Coordinating and channeling the services of volunteers (specific
task assignment to, and the management of volunteers will
normally be provided by thc applicable service chiefs).
The Emergency Managcment Director is responsible for maintaining the
operational readincss of the primary and alternate FOe s. This involves
ensuring that the EOC has the necessary maps, displays, tables and chairs,
message logs, etc.
The degree of FOe activation will be determined by the severity of the
emergency. I
I
I
l. The EOC many be partially actj~:~t~(l due to a potential threat to
life or property from severe weather (e.g. tornado. blinard);
hazardous materials incident/accident that is beyond the
capabilities of field operations, pipeline leaks and by us going to
a Icvel rcd.
') The Eoe may be fully activateg in response to a major
cmergcncy/disaster resulting in an actual threat to life and I
property. This will include, but is not limited to: a tornado
touchdown or pipeline leak which causes damage to the public I
or private sector and requires a coordinated response effort: a
hazardous materials incident/accident involving the response of
scveral agencies (including county, federal. or state as well as
-.----- -..- .__ _ __.._Sll}!l)~n~i!.!g_~_l!!l(cipa-'-itL~s), cne.!!.lY. ~~kand~Y_~l~_g(li_n~ to a...
71
Ramscl' Coullty-Wide Ema;!ellcl' Operatinlls Plall R('I'isiol1 5.1. .IUIIL". ]005
i._H-- -- ----."-. -. ._-. ....---..-------.--- .-- --- ".-- - -- .-. -- -- .--- - -------
level red.
Responsibilities t()r EOC Activation
In the event of a major disaster, EOe staff would bc expected to
automatically rcport to the EOC. Howcvcr, the Maplcwood Emagcncy I
Director is responsible f()r cnsuring that thc [()C is activatcd according to
the criteria described abovc.
EOe Staffing
EOC StatTing lists are on filc with the Maplcwood Emergency
Management Dircctor and include:
. Mayor
. City Manager
. Assistant City Manager
. Emergcncy Managcmcnt Dircctor
. City Planner
. City Attomcy
. City Finance Dircctor
. Public Works Director/City Engincer
. Parks and Recreation Director
. Police Chief
. Fire Chief
. Deputy Fire and Dcputy Police Chief
Each department/agency which is represented in thc Eoe is rcsponsible t<)r
ensuring that its representative is (;1l11iliar with the dutics which he/she is
expected to perform at the EOC (each department/agency shall develop a
checklist ofresponsibilities to be caITied out by its Eoe reprcsentative).
This checklist will indicatc when additional EOC staff will be required and
when they should be released from the EOe.
Ramsey County EM} IS may bc requested to provide a representativc to the
EOC to coordinate the county" s response. Spacc will be providcd in thc
EOC for county, state, and federal officials, should their prcscncc bc
necessary. Such officials \vill be bricfed regularly as to the status of thc
disaster. City officials, howcver, will rcmain responsible for providing
dircction and control of the city's responsc to a disastcr.
Family members of EOC staff or essential workers may be relocatcd to the
Maplewood Community Center (or their safety and security if they wish.
-- -------..--.- -. -- ------ ---... -- ---.-.. _.."- -. -....-----...--..--..-..- ------ - --.-
13
Ramsev COIIII/y-H'ide Emergencv Opera/ions Plan R''I"isioll 5./. ./11111'. ]fJ05
--.-----.----- - -- .- -.---- '. -.------------ -----1
EOC LOCATION/ADDRESS:
Excised
_._-
EOe is resp . .-
Steve Lukin
Bob Dollcrschcl
EOe SET-OP:
-- -- --.-----"..---.
Exciscd
.--. ----- --..-"
-.--._---._--- --._--------- .._n__". .n ._.____ .._ .._" _" __.
74
Ramser COllntF-Wide EI/ll'rgCIICT Operations Plall Revisioll 5.1. .II1I1C, 2005
--.....---..- ---.-----'"." ~._--_.._-_._---..... .-------. .----- -..- --- .-....---. -- ._---.. ..- --.-,.
l\1ounds Line of Succession
View
The Mayor of Mounds View is ultimately responsihle for providing
direction and control of city government resources involved in the response
to a disaster. The line of succession to the 1\1ayor is as f()llows:
I. Mayor
') Acting Mayor
.<."
3, City Administrator
4. Finance Director
5. Community Development Director
The Mounds View Emergency Management Director will scrve in a stall
capacity to the Mayor, will implement this plan, and will coordinate
cmergency operations. Line of SuccL'ssion to the Mounds View Emergency
Management Director is as f()IIO\vs:
J. Deputy Police Chief
2. Fire Chief
3. Police Sergcant
Command and Control isslJ(.'s
The Mayor will bc responsible fi..1r providing oVL'rall direction and control
of city government resources involved in the response to a disaster. The
City Emergency Management Director will scrve in a stall capacity to the
Mayor, will implement this plan, and will coordinate emergency
operations. Direction and control of the City of Mounds View rcsponsc to a
ma'or disaster will be carried out at the Emcrgency Operatin~ Center
Excised
ForJ~mergcncies!Limited Scope Disaster~ I
An incident command system (ICS) will be established to direct the initial
I
response by city forces to the event. (lneS is implelnented, the first I
arriving senior otTicial will serve as the incident commander, until he/she is
properly relieved). If organizational control of the incident escalaLL~s
beyond the capability of field command, the City Emergency Operating
Center (EOC) may be activated to provide overall command of the
incident. This will generally hecome necessary when the incident covcrs a
large geographic area, multiple locations, and/or when multiple responding
agencies are involved. Activation may he requested by the Incident
Commander, the E.M. Director or Deputy, Mayor or City Administrator
I
...-- -._-- ----- '-- ..-...-....-.. __ ___. __._ ___ ._ ....___J
75
Ramsey Count\'- Wide EmergencY' Opcrations Pfafl R('\'isioll 5.f. .lUflc'. J005
---.-- .-- --..-.. .__.~ . -" -- ..--.....-. ----" ...-.--...----- .--. ---------.-. .-
DESGNA TED INCIDENT COMMANDERS
. Police Chief Mike Sommer
. Deputy Police ChicfTom Kinncy
. Fire Chief Nyle Zikmund
. Deputy Firc Chief Don Kruger
. Mounds Vicw Police Sergeants
City of Mounds View
Llllngency SlafTOrganization
Mayor - coun~
City Administrator
en..~ ~
Management Director
Gov\. Opc"'tj<\fI Emergt:llcy
& Administration Op"rations
_J
Legal & Financial W;Hlling Sy:ih:m.;, l:lilili(:s 1 ~l\\ Enti 'n;t'IIIl'1l1 I
Information FlK" !\1~mt. Rtl.IlJ\\~I)'$ It:1I11( Cl1nlrol
F'c(lnmnic Sl;ihility ( 'onununity Mgllll f:iIICT!--'l"IK:Y f:.ljuiIlllk'jll ~'xxllnt~
Rt.'conis & RCpOllS Ikst)ul\:(~ \1~l1lt. Mall(xJ\\"t.'r J irl" Suppn.:.,~,illll
FICl()(JC(IIltf<11 Rt'.';~lK'
I.'\.'bns 1)ls()(I:-,al 1".V:I'."lL:llillll
( rbl...lklu....;Jli,11I
( 'ollUTIIUlily
[),,,'dOI'IllL'I11 &
h'SI",ctions
Emergency
Engineering
111:';lX:l'tioll
I )arna!-'t..' J"\..;~("~sm:.nl
Em..'rgl'IK"Y Rl~pairs
('.....II:",il1l:1l,...
..-.--.-- - -.---- --- .-' -. ----.- ..- ".-..--- .'-- ..- .---- --.' .--- --.--.----- -.
76
Ramsev COllntv- Wide t:mergm(v Opera/iolls Plall Rl'\'isioll 5.1. .II/lie. ]005
__. n___'h. _._._ ------.--____.... ",_______ _...___ __ "0- ._.._.__._ "0. _____.__.____ _. .. .__ _.
EOC Activation
The EOC may be activated in response to a !!l'!Lor disaster! em~rg_ell(;Y
resulting in an actual thrcat to life and property. This will include, but is
not limited to: a tornado touch down or pipeline leak which causes damage
to the public or private sector and requires a coordinated response effort; a
hazardous materials incident/accident involving the response of several
agencies (including cOllnty, federal; or state as well as surrounding
municipalities) or enemy attack; or an incident beyond the capabilities of
typical field operations.
The functions performed at the Eoe will vary according to the type and
scope of the disaster, by will generally involve:
I. Coordinating the city government response to the disaster
(including coordinating with and supporting the on-scene
commander if ICS is implemented).
') Coordinating with any adjacent local government(s) affected by
and/or responding to the disaster.
3. Coordinating with any county, state and/or federal agencies
responding to the disaster.
4. Coordinating with any businesses/industries directly affectL'd by
and/or responding to the disaster.
5. Generating appropriate public information.
6. Coordinating and channeling the services of volunteers (speci lic
task assignment to, and the management of volunteers will I
nomlally be provided by the applicable service chiefs).
EOC Location
.. -.- ..- ----. .-- .--. '-... "-..'-- --- -- -. -- -.. ,_... _. n. ___ ---------.-
Excised
.
The Emcrgency Management Director is responsible lllr maintaining the
operational readiness of the pril11aty and alternate FOes. This involves
ensuring that the EOe has the necessary maps, displays. tables and chairs.
message logs, etc.
Responsibilities {(lr EOC Activation
In the event of a maior.disaste!, FOe staff' would be expected to
automatically report to the EOe. However, Mounds View's emergL'ncy
management director is responsible f()r ensuring that thc EOC is activated
according to the criteria described above.
_.._._ "0- .____ "_. .____ -----.- --..--------.-.---- ------------------ ----
77
Rams(y COllntv-f,Jlide Emagel1cl' Operations Plal1 R'Tisiol1 5./. .111111'. lOO5
-'-'.-..-- -.---.-- __._n .. .~_.. .___._..____ ..._ ._.____._ __0" .__ _ .. .'__ .____.__ ___n.____ ._..._ . ._,__
EOe Staffing lists are on file with the Mounds View Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. Finance Director
. City Attorney
. Public Works Director
. Police Representative
. Fire Representative
. City Planner
Each department/agency that is represented in the EOC is responsible II)r
ensuring that its representative is Huniliar with the duties that he/she is
expected to pcrfi)rnl at the EOe. (Each department/agency shall develop a
checklist of responsibilities to be carried out by its EOe representative.)
Ramsey County EMHS may he requested to provide a representative to
Eoe to coordinate the county's response. Space will be provided in the
EOe for county, state and federal officials, should their presence be
necessary. Such officials will be briefed regularly as to the status of the
disaster. City officials; however, will remain responsible for providing
director and control of the city's response to a disaster.
Communications
_n_'"________.. .. _..._..__._n_" .__'.__ .--......--..---
Excised y, I
-------.--. __"_" .__ ___ .__.__. _n...._ .0"
The primmy official authorized to serve as the public information officer
(Pia) for the City of Mounds Vie\v is the Mayor or his designee. If
unavailable, the City Administrator or his designee will serve as the
alternate Pia. The PIO will serve as the oHicial point of contact l()r the
news media.
City government personnel in the field \vill be n:sponsible for relaying
important inf()rmation about the emergency/disaster t(l the PIO.
The PIO will be responsible telr disseminating inli.mllation and instructions
_ _ _____ _ __!o the public ~I!_,!_ t}l!li::ly _b~lS!S-" alls!_~~ '_1 L'O~~ll~I!!_l~e ~~G:it~!1c~~ rel~a_~~s: _
n
Ramsey CUI/I1/y- Widc Emergency Operations Plal1 Ro'isiol1 5.1. ,hI/II'. 2005
___._0_________._ ..~__ -.-..-...------..---- ...__.__ _. .__ - __. __ - ____n_. __.._u
Ramsey County EMHS may be requested to provide a representative to the
EOe to coordinate the county's response. Space will be provided in the
EOe for county, state, and federal officials, should their presence be
necessary. Such officials will be briefed regularly as to the status of the
disaster. City officials, however, will remain responsible for providing
direction and control of the city's response to a disaster.
--- --- n_____ ______.____ --. -...-- - - -.- - .. .------.- --.--. - .- - ---
79
Ramser COlllltr-Widc Emap,cl1cv Opcratiol1s PlulI Revision 5.1, ./11 lit', 2005
---'.-".-... -----.." .-..-----.. .. -..-.-.---..... ._ - . n_ _._._____ --..-..---
New Line of Succession
Brighton The Mayor of New Brighton is ultimately responsible fl)r providing
direction and control of city governmcnt resources involved in the response
to a disaster. The line of succession to the Mayor is as follows:
I Mayor
2 Acting Mayor
3 City Managcr
4 Assistant City Manager
Command and Control issues
For Emergencies/Limited Scope Disasters
An incidcnt command system (ICS) may be establishcd to direct the initial
rcsponse by city {()fces to the event. (If les is implemented, the first
arriving senior official will scrve atthc incidcnt commander until he/she is
propcrly relievcd), I r organizational control of thc incident escalatcs
beyond the capability of {ield command, the eity Emergency Opcraing
Center (EOC) may be activated to provide overall command of the
incident. This will generally becomc nccessary when thc incident covers a
large geographic area, multiple locations, and/or when multiple responding
agencies arc involved. Activation may be requestcd by the Incident
Commander, the Emergcncy Management Director or deputy, the Mayor,
or City eouncil.
DESGNA TED INCIDENT COMI\IANOERS
. Director Bob Jacobson
. Deputy Director John Ellickson
. Deputy Director Dan Olson
. Dcputy Firc Chids Frieden and Deschane
. Sgts Moore, Werneke, Bitzan-J-1ieb, Mastennan, Kaiser, Nelson
. Fire Captains Goodwin, J-1eITick, ElwelL lIedman, and Finney, Sr.
LEAD PIO: Mayor
.....-.---.. - .- ---..--.-- --- - .. -- .- .- - -- ..------" -- ----..- --.. . -...---- .--. ._-- ---
xo
Ramscj' COllntv-H'ide Emergcl1cl' Operatiolls Plan RtTisioll 5-1. .lulle. 2005
_____..__________.v___..... ._._ ...._._ '_n. .._......._____...___ "_. .._.m__.__~_..._____..__._____
City of New Brighton
Emergency Staff Organization
[--:~Ji
~~'. . ~.
1---- -:J
FmCffJCflCY
f..1.II1,lgernt'nl
Dirl..'C1or
___~--- ---L__:--- ___f _
@" Ope<a'"'' I ["'..gene, I [ ~ng;"c,,"",,' I
& Adrnimstrat!<lll Operations Irl~;p..,.ji(">flr,
--- /---- - -r--
ltllj<11 & rrn;lilCI;,lI WamilllJ System:-: rrrtCf!l Er19mecnnq Vlthlrc.~'. I ,fwl-flfr,r(.(~l1(:nl r.rn~gt~ICY
Informallon EOGM'Jnll hlSJ,lt!c1ri)rl Rnadw3y~ fr.,l!fh:(:..mlllll H()u~'nq
Econc)mlC Stabihlv Community ~JII1I Darnagc A~_"'f.~5:;mf':nl [1I"':'I91'qUlprnenl SfX;urlty Sheller M~1111
RHCOrd~ ;m,1 R~.>rts Re.<:ollrc..c-:Mgrnt [m~I~1 Rep.>lrs fo.tanpower rlre Sllpprt~f,~.I\)11 Watr:r!l-ood
Cosll-slull.llf:"S n'H:j(A"lntllll Hr.-s(;u(~ tleanh Sf-,I'VI('I~,;
f...1;jl~c;.!Cllar~$ Dd1ll5iJl~p"):;,1I [";:1';1.1.1110/1 f'ublll'Transpurt
(~r1:~.a~; R",lu,:alll)11
EOC Aj;jivation .-- .--.-----..------ -...--.-.---- -.-. ---...--.. ,.-----..-..--. --....._-.-
Excised
I
The functions perfi:mned at the EOC will vary according to the type and
scope of the disaster, by will generally involve:
I. Coordinating the city government rcsponse to the disaster
(including coordinating with and supporting thc on-scene
commander if ICS is implcmented).
2. Coordinating with any adjacent local govermllcnt(s) anccted by
and/or responding to the disaster.
3. Coordinating with any county, statc and/or kdcral agencies
responding to thc disaster.
4. Coordinating with any businesseslindustries directly affectcd by
and/or responding to thc disaster.
5. Generating appropriate public information.
6. Coordinating and channeling the services of volunteers (specilic
task assignment to, and the managemL~nt of volunteers will
nonnally be provided by the applicable scrvicc chiefs),
The Emergency Management Director is responsible t'(:lr maintaining the
operational readiness of the primary and alternatc EOC's, This involves
ensuring that the Eoe has the necessary maps, displays, tables and chairs,
message logs, etc,
.-..---.- -. ....--- . ..-----.-.. .- .-------.-. .--. -. -- --.--' -
Xl
Ramsey COllllly- Widc Emcrgcl1<'\' Operations Plan Re\'isioll 5.1. JUl1e, lOO5
--.....--... .-. .---- ----- --- ----"---- ......-..-.-- -".-"-..--"
The degree of EOC activation will be delenllined by the severity of the
emergency.
l. The EOC may be partially activateq due to a potential threat to Iile
or property from severe weathcr (e.g. tornado, blizzard); hazardous
materials incident/accident that is beyond the capabilities of field
operations; or pipeline lcak,
'") the EOC may be fully actiy~~c;.d. in response to a major
emergency/disastcr resulting in an actual threat to lifc and property,
This will include, but is not limited to: a tornado touchdown or
pipeline leak which causes damage to the public or private sector
and requircs a coordinated response effort; a hazardous materials
incident/accidcnt involving he response of sevcral agencies
(including county, federal, or state as well as surrounding
municipalitics) or enemy attack.
Responsibilities for EOC Activation
In the event of a major disastcr, EOC staff would be expected to
automatically report to the EOe. However, the New Brighton Emergency
Management Director is responsible f(x ensuring that the EOC is activatcd
according to the criteria described above,
EOC Starting I
EOC Staffing lists arc on file with the New Brighton Emcrgeney
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director/Director of Publie Safety
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Dircctor
. Police Representative
. Assistant Fire Chief
I
I Each depattmcnt/agency which is represented in the EOC is responsible for
ensuring that its representative is familiar with the duties whieh he/she is
expected to perform at the EOC (Each departmcnt/agency shall develop a
check list of rcsponsibilities to be carried out by its EOe represcntative.)
This checklist will indicate when additional EOe stafr will be required and
whcn they should bc released li'om the EOe.
------- .-- .-- Ram~0' S:'ou'!!!.y'J<~IVlII~.l:c Ee<juesJt::cl topJ:oyide a represen~ati:.-et9!~~_
X2
Ramser COllntr-fride Emergency Operatiol/s Plan RCl'isiol1 5_1, ./III/e. 2/J05
-11-- ---------- ,
EOe to coordinate the county's response. Space will be provided in the I
Eoe for county, state, and federal officials, should their presence be I
necessary. Such officials will be briefed regularly as to the status of the I
I disaster. City officials, however, will remain responsible fi)r providing
direction and control of the city's response to a disaster.
Family members of EOe stall or essential workers may be relocated to the
Family Service Center for their safety and security if the wish,
EOC LOCATION/ADDRESS:
Excised
g
.....______.___... _.. "__ __._..____ ._u" ...._ __.n .__
------ --- --- --- .- -- -.-. -- - .-...-.- - -- -. ---.- - - - ---
x'
c'
Ramscv COllfltv- J1'ide "-mClgencv Operatiolls Plan Rn'isioll 5.1, .lufle, lOO5
-._-- - -----. -..----- - .-.---.--------" - ..---....-----.--- -....-..----
North Line of Succession
Oaks
Mayor
Deputy Mayor
('ommand and Control issues
The Mayor is responsible tc)r providing overall direction and control of
government resourccs involved in the response to a disaster. The city
emergency management dircctor will scrve in a staff capacity to the mayor,
and will coordinate cmergency operations. The city emergency
managemcnt director will also serve as a liaison to the Ramsey County
Division of Emergency Management and Homeland Security.
EOC Activation
Excised
ty
- --_ J_ _ __ ____ ----- .".-- -.. --. --.--...-- .--..-"
R4
Ramsev Count\'- If/ide bllcrxellcF Operations Plall Rel'isioll 5.1. JIIII<', 2005
- -----,.-"...-. -.-----...---....-. ------..-....--.. ---- -_.- ..------..--"- --...--"-.- -- --". ----
North Line of Succession
St. Paul
Mayor
City Manager
Command and Control issues
The Mayor is responsible for providing ovcrall direction and control of
government resources involved in the rcsponse to a disaster. Thc city
emergency managemcnt director will scrve in a staff capacity to the mayor,
and will coordinate emcrgency opcrations. The city cmcrgency
management dircctor will also serve as a liaison to the Ramsey County
Division of Emergency Management and Homeland Security,
City of North St Paul
Emergency Staff Organization
Mayor - Council
I .,
).
\. :{.X' .~ ~. ,""
City Manager
-_.. I l
Water &Sewer City Engineer
Superintendent
I I
G Elect,i, Police Chief
su~_:nt~~
I ,- I
F ire Chief Public Works
Superintendent
I
~i",~ Di'eclm
--------.--.-. .- -- ----------- -. .-. -.----..-- .--..----------.--..--..-- ...-- ----
X5
Ramse\' C01/lIty-/Vidc EII/C/gclICI' Operatiolls Plall Revisioll 5.1. .lulie, 2005
-._--- -- --- -------- - -.- ... .-- --- ---.-. .---...--".----- -.----
EOe Activation
l,ocation:
--- --...------ -.-.-
Excised
~
. Mayor
. eity Administrator
I
. Emergency Managemcnt Director
. City Planner
. City Attorney
. City Engineer
. Public Works Dircctor
. Parks and RecrL'ation Director
. Police Representative
. Fire Chief
I
I
i
I
I
I
--.--- -- ... .... .- .----------- .- --.-- ---. --.-.. .--.------- .--......-....---..-.....
l{6
Rams!'.\! COUlltv- Wide t;magency Operations Plan Rcrisiol1 5.1, ./1111(', 2005
-----,.._-- --..-.. .----------.--- - -----.----."--. ..- -...-..--..--.'- -.- .-.-.--"--
Roseville Line of Succession
Administrative command for emergency operations:
l. Mayor
') Emergency Management Director
....
3. City Manager
4. Policc Chief
5. City Engineer
Command and Control issues
City of Roseville
Emergency Staff Organization
. ---- -J
[~~~~-_ -~: i
---=c .
." ." .." :" .:<
.. [L".".,,:,=-] -"
1I.1.~n.1gem..nl
[.-""<';"'1
---.e=-- - r -- ---- ---- - 3~--::--:=::J-------J---- - 1
[~" l [;2_ r-:.~r.':'J l==r'l [~~~ _ ~~,,~~] [",-,..l
- !_<" """'~J I ::::~:,j -C'":' ]
-E"~] {----.J
. ...._-_:~.-
i-~ f---~
V.:.l,,"t~~r H",allh Welb,,,,S.
- .~;:..i::~ .. . 1 ~~:~;:::::~
EOC Activation
--
Excised
-._- ___._____._ '"0. _.__._______.__._____ ."--------
EOC Starting lists are on file with the Roscville Emergency Managcment
Dircctor and includcs:
. _~la~..___
.- ..-.-.--... -..-...- .--..- --.-.-- .-.-..--- ".-. --. -..---- --- ..-. --.-
!i7
Rl1Inscv County- yVide Emergency Operations Plall Rcvision 5.1, JUlie, 2005
-----"..------ ----.-- n_,.__ ___ .___..____ "..._. -----,.
. City Administrator
. Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Police Representative
. Fire Chief
I
I
I
I
I
I
I
I
_ __ __ _---.l ___ _____ ___ u_ ..._...._______.._ _..._.._____ .. _ ..__....._...._._ ._.___0-
SR
Ramsev COllntv--Wid<, ElI/agel/c\" Operations Plan Revision 5.1, .June. 2005
-."-"-.. ...--.. -.... .--.. .-..-....-.-.-- ...---..---------..--...-..-----.. .'--.. ..--
Saint Line of Succession
Anthony Mayor
City Manager
Command and Control issues
Thc direction and control of government operations from a central
protected fncility with adequate communications and key personnel is
essential to the conduct of emergency operations. St. Anthony utilizes the
Minnesota approved Incident Commnnd System.
The City Manager is responsible for providing overall direction and control
of City governmcnt resources involved in the response to a disaster. The
Emergency Managcment Dircctor will scrve in a staff capacity to the City
Managcr and will coordinate all aspects of this plan in relation to thc City
of St. Anthony. The Emergency Management Director will also serve as a
liaison with the Ramsey County Division of Emergency Management and
Homeland Security.
City of St. Anthony
Emergency Staff Organization
,.:
Mayor - Council
Emerqency
Manaqement
Director
rire/Rf;;~ClH~ Police Public Works Health/Medical
r - '-1- I
C()mnlunications I.aw Enforcem{~l1t
I::MS/First Aid Traffic Conlrol
Radloloqlcal Secunty Engineering Congregale Care
HazMat [vaCtJatioll Debris Clear;lIlce Environmental Health
Utilities
-'--"-. --- _1___- _ -- --.---. -- - -- .--- ---.' --.-'-- .-..---".
X9
Rumsey COllntv-Widc Emcrgcl/(T Operutiolls Plan Revisioll 5.1, Jllnc. 2005
--._---_..- .-" -- .-- ._-._" .......-.--..-----.-...-. --------.-
EOC Activation
Excised
Staffing;
EOC Starting lists are on file with the St. Anthony Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. City Planner
. City Altorney
. City Engincer
. Public Works Director
. Parks and Recreation Director
. Police Represcntativc
. Fire ehid
Communications
Excised
I --
- .. ...-- - .,- -- - - .-- --.-..- -- --- -- --.----- .-. - __ ____ ._..____________. ..0--" ___
90
Ramsev COlllln'- Wide t'mcrgcII9' Operations PI<l1I Revision 5.1, .11111(', 20G5
...-------..-.----... "------.------ --.. - - -.--------- ---._-- ..-.--- _..------
Shoreview Linc of Succession
Succcssion of Authority Succession of Managcment
Mayor City Manager
Acting Mayor Assistant city Manager
City Council membcrs (by seniority) Most scnior of Finance Direc or or Public
Works Director
Parks and Recreation Directo
The Emergcncy Managemcnt Director servcs in a staff capacity to the
Mayor and coordinates plaJUling for the City.
Command and Control issues
The Mayor is rcsponsiblc lor providing overall direction and eontrol of
govemment resources involved in the response to a disaster. The city
emcrgency managemcnt dircctor will serve in a stafr capacity to the mayor,
and will coordinate emergcncy operations. The city emergcncy
managcmcnt director will also serve as a liaison to thc Ramsey County and
to the Statc ofMinncsota Divisions of Emergency Management and
Homeland Security.
City of Shoreview
Emergency Staff Organization
[-O-~~M'~"'=J- -:
.",
--~E-'- --__n_ -,
.'. :' .." .... ":":,....:..
- r-::-- f::~- _--n-:--- -=:1____
[ J II :J Emo,y""oy
....Ity Alll.ITI"Y II City Man:lger MaI~'lgt:!lnerll
L [)ncc..11J1
----- -- ---- _ - -~,~- -----,
f
[2- f."',, J"ha::--J- : -fam'e~C::~J'f~
fJlrp.<.1!on rile Chief T Sheriff
--.---- - I . -. .-..-
f
Co"""""""n : c--n-------}
L _ R.un:~ey C'..ounty
EMIIS
____0""_.. _.__
___L --- __un __ _ --. - - ---:::--r---=--:--'---l_ __
I [-^>I e"M;l I.- =:::l I---p~",,> & He'C I [ Pub'", Wm's J
_ __ _I ~_- ___:'~"n~'V~'J I r_~""=:~'_1 ~,,~:"' -- _~i=---__ -=
[ ----I r ,,__,,_~, I i--, I: r~ :=l l PUb"~
~"U"" _J L"':"':J L'~:' s:~~J L:.~~.n~_s:J_ _~~:::J
.-..-- -..---- --"-_.._----- ....----- ---.."-."
91
Ralllser CO/llltr- Wide ElI/('lxcncl' Opera/ions Plan Revision 5.1, .lUIle, 2005
--- --- -----..-- ,-- .---- "___".._____.___. ___..... __._____.._ __ ..__._. __n___._..___
EOe Activation
LQc;1!tion:
Excised
~
T
will he expected to automatically rep0l1 to thc EOe. Howevcr, the
Emergency Management Director is responsiblc for ensuring that the EOC
is activated according to the criteria establishcd in this plan.
Thc Lake Johanna Fire Chief and/or the Ramsey County Sheriffs office
will establish an on-scene command post. Major decisions involving issues
that go hcyond immediate on-scene activities will be coordinated by the
City Managcr or the EOC Operations chief
IJ - [ I
Excised
EOC Staffing lists arc on file with the Shorevicw Emcrgency Management
Director and includes:
. Mayor
. City Manager
. Emergency Management Director
. City Planncr
. City Attorney
. City Engineer
. Public Works Dircctor
. Parks and Recreation Director
. Police Represcntative
. Fire Department Representative
Communications
Excised
.-..... .n. -. -.-- -..- n ---
92
Ram.l'c]! CO/lnty- 'Vide Emergency Operations Plan Revision 5.1, .//111<', 2005
"-----.-- -...---.-..- .---... -------"..._- ---.
Vadnais Line of Succession
Heights
Command alld Control issues
The Mayor is responsible for providing overall direction and control of
government resources involved in the response to a disaster. The city
emergency management dircctor will serve in a staff capacity to the mayor,
and will coordinate cmergency operations. The city emergcncy
management dircctor will also serve as a liaison to thc Ramsey County
Division of Emcrgcncy Managemcnt and Homeland Security.
City of Vadnais Heights
Emergency Staff Organization
Mayor and City Council
.~0.~ ~ ;~y ~...&.:i>::;:.
.,
Public
Information
City Administrator
Emergency
Management
Director
Warning
~.:J
City Engineer Deputy Director Finance
----[
Damage Assessment J EOC Operati ns
Utility Restoration Law Enforcement
Debris Clearance Fire/Rescue Coordination
Health/Water
Congregate Care HazMaURadiological
..-- - .-------- ...-. ...--...--..-- --.- ..--.---- .----...----------- "-- ...... --.--
93
RUIIl.\I)' CoulIzv-Wide Emergellcy Operations Plul1 Revision 5.1, .lulle. 2005
--...-.- --.----------._-_. ..-" -- _.._.___.._ ._nn ...._
EOC Activation
Location:
Excised
Staffi!!K
EOC Stalling lists are on tile with the Vadnais Heights Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Law Enforcement Representativc
. Fire Chief
Communications
..- -__-_0- -.-.-----...----.- -- -.
Excised
.-.-....----- --- ...-
..----- ---- ..-- - .--. --- .----- -- .---....-.- --.-.---..------- --.-........- .------."
94
Rall/ser Cm/lltv-IVide Emcrgcn(y Operations Plan Rcvisiul1 5.1, ./11111', 2()(J5
.-..- ------ --. --. _0.. _.. ....n _no _ .___ ._.__ __.u_ __ .--."---
White Bear Line of Succession
Lake
Mayor
City Manager
Police Chief
Admin Captain
Or
Mayor
City Manager
Fire Chief
Station Chiefs
Command and Control issues
MA YOR: Paul Auger
EMERGENCY MANAGER: Fire Chief Vadnais/Police Admin.
Captain Schmahl
PUBLIC WORKS: City Engineer Mark Burch, Supervisor Gene Smit
DESGNATED INCIDENT COMMANDERS TBA with new chief. At
this time
probably the Admin Captain for Police and Chief Vadnais for Fire
LEAD PIO: Admin Captain Schmahl (Police) Chief Maachus (Fire)
LINE OF SUCCESSION:
POLICE:
Chief
Admin Captain
Operations Division Captain
FIRE:
J Chief Vadnais
Assistant Chief's
District Chiefs, Captains
---.- -- _ _1_i~l}tenants___________ __ ________ ____ ______ ____ ..-.--."-..-.-..
95
Ramsel' C01/11t,v.- Wide F:1IIC1:!',CI1CI' Operations Plan Rc\'isiol1 5.1, .June. lOO5
-.....---...--...-"-. --.-- - ..---- n.____ --. -.- -....--.-,. ---_..._--.-
City of White Bear Lake
Emergency Staff Organization
+
I Mayor/City Council .~'
I <
'~. .,~. -, :".. {2 .~:I ::~1A. . ::..~< ~ "
City Manager
Emergency
Services Director
I I
Police Chief Deputy Directors Fire Chief
I I
Fiscal
City Engineer Finance Director legal
Ifdq
EOC Activation
Excised
.-....-.__.-. _.-._-------...-- ---
I ____ ____ .--.---. ......-----.--.. ------ .-- - .- --._- -".--
96
Ramsey CO/lilly-Wide t;mcrgcl/('V Opcratiol1.1' Plal1 Rn'isioll 5.1. .IufIe. 2005
-------. _n .__.......__.._._._.____. _ ..____ ""_.... .._..__.___.._._.__~ ..__.....___.___...._.___...__...._...__.____.
Staffing:
EOC StafTing lists arc on file with thc White Bcar Lake Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emcrgency Management Director
. City Planncr
. City Attorney
. City Enginccr
. Public Works Director
. Parks and Rccreation Director
. Police Representative
. Fire Chief
.-. --.-- - -- ---,.--_. "-. -...---.----..----.- - ---. ____..__..__.n
97
Ram.\'9' County-Wide t:mcrgclIcy Operations Plan Revision 5.1, Junc, lOO5
".--.-.--.. ------ --._-.. ---- ---- .------.._. ------_.---------
White Bear Line of Succession
Township The Township is not a planning entity under Minnesota statute.
The Township receivcs Law Enforcement services from the Ramsey
County Sheriff and Fire and EMS service from the City of Whitc Bear
Lake. All other Emergency Management functions arc coordinated by the
Public Works Coordinator through the City of White Bear Lakc and
Ramsey County EMHS.
The contact information for the Township's staff and elected officials is:
Staff:
First Contact: William Short, Cler~L""'l."-lm.r I
Work: 651-429-5827 After Hours: Excised
1281 Hammond Road
White BcarTownship, MN 55110
bil I.short@ci.-whitc-bear-township.mn.us
Second Contact: Bill LaBore. Public Works Coordinator l
Work: 651-429-5827 Celli FxciSt~rl
1281 Hammond Road
White Bear Township, MN 55110
bilI.labore@ci. white-bear - township .mn. us
Third Contact: Janet Reagan, Deputy-Clerk
Work: 651-429-5827
1281 Hammond Road
White Bear Township, MN 55110
jan. rcagan@ci-white-bear-township.mn.us
Fourth Contact: Tom Kelly, Deputy-Treasurer
Work: 651-429-5827
1281 Hammond Road
White Bear Township, MN 55110
tom.kell Y(l/}ci. white-bcar -townshi p.mn. us
I Elected Officials:
First Contact: Bob Weisenbur 'er, Town Board Chair
Work: 651-649-
Second Contact: ~~":L~=_
Work: 651-292-8801 Fxc.ised
Exciscd
Thi,'d Contact: Bill Mample, Town Board Supervisor
~'k6514F~.~;sed .." ...m= ' ,. I
___..._ .._ ___.___ _____ '__n______________ ----.. --. ..-"" .-..--..-----
98
Ramse\' COllllty-IVide Emogenel' Operations Plan Revisio/l 5,1. lillie, 2005
V.FEDERAL AN[) ST~TE SUPPORT
GENERAL
EMHS will assist in obtaining any state or fedcral government resources that may
be needed as a result of a disaster. In carrying out this responsibility, the director
will contad the Minnesota Dcpartment of Public Safety, Division of Homeland
Security and Emergency Management (HSEM) regional program coordinator.
This person can provide technical inl()rnlation and assistancc, if requcsted.
An outline of expected state and federal support is detailed earlier in this
plan. A more exhaustive summary of state and federal disaster assistance
that may be available is contained In the Minnesota Emergency
Management Director's Handbook. This document is on file with EMHS.
STATE AND FEDERAL AGENCIES
A summary of State and Federal programs available to local governments
that are experiencing or have experienced a disaster is contained in the
Minnesota Disaster Management Handbook and the Recovery from
Disaster Handbook. These documents are available through HSEM
and/or the City of Saint Paul Director of Emergency Management and/or
Emergency Preparedness Coordinator.
Minnesota Department of Public Safety - Division of Homeland Security and
Emel'gency Management (HSEM)
HSEM is the central point of contact within the State of Minnesota for a
wide range of emergency management resources.
Federal Emergency Management Agency (FEMA)
FEMA is the central point of contact within the federal government for a
wide range of emergency management resources.
FEDERAL ASSISTANCE-HAZARDOUS MATERIALS INCIDENTS
~ Assistance can be ,ecessed throuah th,,-SIale j. Qffu;:J
[ .... .......... .. _.._-
Excised
MINNESOTA DUTY OFFICER
The purpose of the 24-hour Minnesota State Duty Officer program is to
provide a single point of contact for public and private sector entities to
request state-level assistance as needed or when a state-level notification
is required,
99
Ramsev COIlIlty-I;Vide Emergency Operatiolls Plan Rcvisiol1 5.1, .Julie. 20V5
The scope of the Minnesota State Duty Officer Program includes, but is
not limited to, actual or impending events such as the following:
· Hazardous materials incidents
· Pipeline leaks or breaks
· Radiological incidents
· Requests for National Guard/Civil Air Patrol
· Aircraft accidents/incidents
. Search and rescue assistance
. Bomb squad information
· Natural disasters (tornado, flood, fire, etc.)
· Requests for CAT/ERT teams
· Homeland security threats
Contact the State Duty Officer for any incident where assistance is needed
from one or more of the following state agencies, or, when one or more of
the following state agencies has a reporting requirement:
· Pollution Control Agency
· Department of Health
· Department of Natural Resources
. Department of Transportation
· Department of Agriculture
· Department of Public Safety
When the Minnesota Duty Officer receives a call of an incident, he or she
will make notifications to state agency personnel with the expertise and/or
resources to assist the caller. Furthermore, if an incident occurs in which
one or more federal or state laws require notification to the state, one call
to the Minnesota Duty Officer will satisfy that requirement.
When reports of hazardous materials spills are received, a copy of the
report will be faxed back to the city for informational purposes only. Local
emergency management personnel are encouraged to call the Minnesota
Duty Officer for status reports of ongoing incidents within their city.
The te,eplnp rs to hp ".prl tn ~""l.ct lbp M;nnPft. n"tv
Officer are Excised I
Minnesota
.- --- ------
100
Ralllser COl/lltv-IVide Emt TgCIlCY Operatiolls Plall Rcvision 5.1, .lillie, lOO5
NATIONAL GUARD
Overview
When a natural disaster or other major emergency is beyond the capability
of local government, support from the National Guard may be available.
Only the Governor, as commander-in-chief of the Minnesota National
Guard, has the authority to activate the Guard. The purpose of the
activation is to ensure the preservation of life and property and to support
civil law enforcement agencies.
National Guard assistance will complement, and not be a substitute for,
city and/or county participation in emergency operations.
If made available, National Guard personnel remain under military
command at all times, but will support and assist city and/or county forces
in the accomplishment of a specific task or tasks.
Request Procedure
In the case of the City of St. Paul, the Mayor, after consulting with the
Director of Emergency Management, will submit a request to the
Governor, For all other Ramsey County jurisdictions, the Sheriff must
make the request for activation of the Guard. Typically, the mayors of the
affected municipality will forward this request to the Sheriff either through
the RCEMHS or directly. All requests for activation of the Minnesota
National Guard will be facilitated through the State Duty Officer at
Homeland Security and Emergency Management (HSEM).
:> Important Reminders
./' National Guard assistance will complement, and not be a substitute for
county participation in emergency operations.
./' If made available, National Guard personnel will remain under military
command at all times, but will support and assist county/City forces in
the accomplishment of a specific task or tasks.
./' National Guard Members do not have the power of arrest however
they may "detain" a person until a peace officer can be summoned.
./' When ever possible a "liaison" should be assigned to work with
National Guard unit and possibly even sub-unit commanders to ensure
that the Guard assets are effectively deployed.
101
Ramsev COlli/tv-Wide Emcrgencv Operations Plan Revision 5.1, June. lOO5
'. "
VI. .sPECIAL CQNSIDERATION"S;- GENERAL .... } ,.... .")".....
..., .
COMMUNITY WATCH
In late summer of 2005, Ramsey County will be adding to the Sheriff's
existing Community Watch program. This program uses automated
voicemail, email, and faxes to distribute law enforcement information.
When enhanced, each community will be able to contact any licensed
daycare facility, school, healthcare facility, major employer, or other entity
that chooses to register with the program with information and updates.
Neither the county nor the municipalities can guarantee notification will be
received, only that all reasonable efforts will be made to issue such
notification.
TRANSPORT A TION DEPENDENT POPULATIONS
During an emergency evacuation, persons in this category may be
transported by EMS, Metro Mobility, Metro Transit, neighbors,
emergency transportation vehicles and school buses on designated
routes and at pick-up points, and, on occasion, by law enforcement
vehicles.
In most situations, the decision on method of transportation will be made
by the on scene incident commander via communication with his or her
PSAP dispatch center. For large-scale emergencies, Ramsey County will
coordinate mass transportation needs through Metro Transit under the
assumptions of ESF 1.
INDIVIDUALS WITH SPECIAL NEEDS AND THE MOBILITY IMPAIRED
Such persons are expected to use expedient sheltering until evacuated.
When an emergency evacuation is implemented, neighbors, ambulances,
wheelchair-equipped vehicles, and buses will provide transportation. Pre-
emergency planning is of particular importance for this group.
Appropriately equipped care facilities are essential at mass care centers.
See appropriate ESF's.
The licensed Emergency Medical Services provider in the municipality in
which the incident occurs will be the primary source of on-the-scene care,
triage, and medical transportation for special needs populations.
Non-medical transportation issues will be coordinated by Metro Transit at
the request of the on-scene incident commander or RCEMHS duty officer.
Transportation will be carried out by various means depending on the
number of affected persons.
J02
Ramser C01/11tF-Wid,' Emel:f!,('IICI' Operatiol1s Plall Revisioll 5.1. .111111'.2005
HEARING IMPAIRED
Providing for alerting and warning of hearing impaired persons is an
important aspect of emergency planning and methods developed to
contact them are prepared prior to the on-set of emergencies. The County
Warning Point is equipped with specialized telephone equipment for
communication with hearing impaired persons. Each of the three other
PSAP's are also equipped with these telephones. Closed-captioned
information on local television will be provided for large-scale incidents.
NON-ENGLISH SPEAKING PERSONS
Ramsey County has a significant population for whom English is a second
language. The metropolitan area is in process of developing a specialized
communications platform for getting information to these groups. Until this
project is realized, we will depend on the availability of commercial and
volunteer interpreters during emergencies. Prior to emergencies, the
various agencies utilize translation services to the best of their ability to
provide documents in various languages.
RECREATIONAL AREAS
Recreational areas within the County will be posted with such signs as
identified as useful by the jurisdiction, and which provide emergency
instructions. Staff personnel from the County's Department of Parks and
Recreation or from the State's Department of Natural Resources, will, if
present, augment public alerting and warning means.
Outdoor warning sirens cover all of the parks and recreational areas within
the county. Ramsey County Parks and Recreation staff will assist in
providing additional emergency information. Each municipality plans to
send emergency vehicles with public address loudspeakers as available to
areas where they may be needed,
BOATERS
Those persons on Ramsey County waterways will receive pre-emergency
instructions through the public awareness/education program, and
emergency alert and warning through the devices and methods described
in this plan. Specific instructions as to on-shore facilities for sheltering, or
specific evacuation routes depend on the nature of an emergency, thus
boaters' attention to warning instructions and EBS messages is of
increased importance.
The County Sheriff is responsible fro these activities and for law
103
Ramser COlllllr-Widc Emergency Operations Plan Rel'isiol1 5.1, JlIl1e, lOO5
enforcement in general on the waterways of the County. When requested
by local incident commanders, or by EMHS, the Sheriff's water patrol will
make contact with boaters via radio or patrol boat contact and public
address announcements.
PARKS/CAMPGROUNDS
While persons utilizing parks and campgrounds may have their own or
public transportation available, others may require emergency
transportation assistance. Should expedient sheltering be required, it
should be taken in the nearest available structures. Alerting and warning
will be similar to that described for boaters. Those at parks and
campgrounds need specific evacuation route information so as to avoid
returning home through dangerous areas.
Outdoor warning sirens cover all of the parks and campground areas
within the county. Ramsey County Parks and Recreation staff will assist in
providing additional emergency information. Each municipality plans to
send emergency vehicles with public address loudspeakers as available to
areas where they may be needed.
MAJOR EMPLOYERS
At the time of an emergency situation, employers of large numbers of
workers must be prepared to implement in-place expedient sheltering.
Decisions to shut down industrial operations must be made quickly if
necessary. Evacuation of personnel will be accomplished by private
vehicle, supplemented by specialty vehicles as required.
In 2005, Ramsey County EMHS will be adding to the Sheriff's existing
Community Watch program. This program uses automated voicemail,
email, and faxes to distribute law enforcement information. When
enhanced, each community will be able to contact any major employer
who registers with the system with information and updates.
SPECIAL FACILITIES
All special facilities must be prepared to implement the protective actions
of expedient sheltering and/or evacuation. Pre-planning is needed to
enhance effectiveness.
1) Schools
a) General:
In late fall of 2004, Ramsey County will be adding to the
104
Ramscv Count\'- rVide Emcr.'.!,encl' Opcralions I'Il/n Revision 5.1, June. 2005
Sheriff's existing Community Watch program. This program
uses automated voicemail, email, and faxes to distribute law
enforcement information. When enhanced, each community
will be able to contact all public and private schools with
information and updates.
b) Public Schools
Control of Ramsey County public schools in an emergency
generally rests with the Superintendent of the School
Districts and school principals. Principals will implement
protective actions as they deem necessary, or as directed by
the Superintendent. Established procedures are available at
each school, and parents are informed of the emergency
arrangements through normal school orientations and
brochures. Emergency alerting and warnings will be
supplemented by broadcast announcements over the
Schools' public address system.
EMHS has an ongoing program working with the schools,
law enforcement schoof liaison officers and local emergency
managers to develop, enhance and exercise school
emergency plans.
c) Private Schools
The senior school administrator or his/her designee upon
notification will initiate implementation of protective actions
by emergency alerting and warning by an Incident
Commander, by the Superintendent of Public Schools, or by
the Board of Education representative in the EGC.
Transportation will be augmented by pre-arranged transport
from the public school Board of Education,
d} Colleqes and Universities:
The largest University in the county, the University of
Minnesota, has a full-time dedicated emergency
management department and maintains its own means of
contacting and alerting staff, students and employees,
EMHS and the cities that border the University (Lauderdale,
Falcon Heights, and St. Paul) are able to contact the
University's PSAP 24/7 and trigger the dissemination of
emergency information.
The other colleges and Universities within the county
maintain their own crisis and emergency plans. EMHS is
active with these entities to review and exercise these plans
and procedures. EMHS is also involved with the International
Association of Collegiate Law Enforcement Administrators
Minnesota Region, which is the professional association of
105
Ramser COlII/tv- Wide t'nergcl1cr Operatiol/s Plan Rc\'ision 5.1, .June, lOO5
security professionals for higher education. Security at each
of the Universities will be subscribed to the enhanced
Community Watch system when that is running in late 2004.
2) Dav Care Facilities
Licensed day-care facilities will receive alerting and warning from
previously described means or, in the case of extreme emergencies,
from a representative in the EOC. Should evacuation be required, day-
care facilities will use all available private transportation. The EOC is
to be notified of additional transportation requirements by each facility.
Unlicensed daycares may not be reached in a timely fashion by
specialized means, however information broadcast to the general
public should reach these entities.
3) Before and After-School Proqrams
Such programs, whether in the form of childcare programs,
athletic contests, or cultural events, will require alert and warning
using route-alerting procedures in addition to other means. EMHS
and the municipal emergency managers make contact with these
and other programs through community outreach.
4) Health Care Facilities
a) Hospitals
Although capable of sheltering in place for many emergency
scenarios, highly detailed hospital plans will facilitate a successful
evacuation. Of significant importance is the routine classification of
patient transportation needs so that such data is readily available.
As part of the new Metropolitan Medical Response System and the
Metro Hospitals Compact, each of the hospitals in the county have
access to special interoperable radios and can be contacted
directly.
East Metro Radio Control, the coordinating system for Emergency
Medical Response in the County is able to contact hospitals directly
in an emergency and will do so at the request of the on-scene
incident commander, PSAP dispatch center, or EMHS.
b) Nursinq Homes
Like hospitals, nursing home evacuation requires pre-planning
regarding residents' needs for ambulances, buses, automobiles,
and wheelchair-equipped vehicles.
106
RUlIlsev COlllltl,-IYide Emcrgel1cv Operations Plan Revision 5.1, ./ulle, 2005
In late fall of 2004, Ramsey County will be adding to the Sheriff's
existing Community Watch program. This program uses
automated voicemail, email, and faxes to distribute law
enforcement information. When enhanced, each community will
be able to contact any nursing care facility that chooses to register
with the program with information and updates.
Ramsey County operates one nursing care facility. That facility will
be notified by the county warning point.
c) Boardinq / Group Homes
Such facilities will use expedient sheltering or evacuate as directed,
using their own assets. Transportation shortfall, beyond private
transportation assets, will be reported to the EGC. Not all such
facilities register with emergency response organizations. However
we will work with the SPRCDPH and Ramsey County Community
Services to reach these entities in a timely fashion.
107
Ramser COllnt).'. Wide Emergency Operations Plan Rcvision 5.1. .llIne, 2005
APPENDIX A: lEGAl'BASIS ANO'::RIEFER.ENCES
Selected Federal Laws and Statutes
. 42 U.S.C. 5121, et. seq. ''The Robert 1. Stanford Disaster Relief
and Emergency Assistance Act", as amended (PL 100-707) 1988.
. Public Law 920, Federal Civil Defense Act of 1950, as amended
. Disaster Relief Act, PL 93-288, as amended (42 use 5121 et seq.), 1974
. Public Law 96-342 - Improved Civil Defense 1980
. Superfund Amendment and Reauthorization Act (SARA) also
known as Public Law 99-499, 1986
. Disaster Mitigation Act, PL 106-390, 2000
. United States Code (USC), Title 42, Public Health and Welfare
Chapter 68, Disaster Relief
Chapter 116, Emergency Planning and Community Right-To-
Know (EPCRA)
. Homeland Security Presidential Directive (HSPD) 5
. HSPD 8
. The Federal Response Plan as amended
Selected Municipal Codes, Ordinances, Statutes and Resolutions
. City of Arden Hills Municipal Code, Chapter 7 & Mutual Aid
Agreements
. City of Falcon Heights Resolution No 2005-03 - Adoption of NIMS
. City of Little Canada Resolution No. 467, dated November 12, 1997
. City of Maplewood Ordinance No. 378, dated October 17, 1974, as
amended. Mutual Aid Agreements Adoption of NIMS approved
3/31/05.
. City of Mounds View Municipal Code Chapter 601
. City of New Brighton Ordinance No. 115, GI: Code 1966
S205.1 0(1)
. City of North Saint Paul Resolution No. ,dated 1 September 21,
1998
108
Ramsey COI/Iltr- Wide F:lIlcrgcncv Operations Plan Rcvision 5.1, .Il1ne, 2005
. City of Roseville Chapter 107; section 107.01 -107.05. Adoption
of Countywide Plan Resolution #10290 (4/11/05). Adoption of
NIMS Resolution # 10289 (4/11/05)
. City of Shoreview Resolution No. 1301, dated 1 September 1971.
Mutual Aid Agreements: Resolutions 84-168 (11-5-84); 85-53 (6-
17-85) Adoption of Countywide Plan: Resolution 05-29; Adoption of
NIMS Resolution 05-30
. City of Vadnais Heights Resolution No. 287, dated July 20, 1982
. City of White Bear Lake Section 503 of Ordinance No. 677 of the
Municipal Code
Selected Minnesota Statutes:
. Chapter 12, as amended. (The Minnesota Civil Defense Act) (The
"Minnesota Emergency management Act of 1996".)
. The Minnesota Pipeline Safety Act, Section 299-J
. The Minnesota Emergency Planning and Community Right-to-
Know Act, Section 299K.01
. MN Statute 145 (A).04.06 Investigation, reporting and control of
Communicable Diseases. (Public Health Law)
. Chapter 88.04, Firebreaks, Prevention of Fires
. Chapter 103E.705, Subd. 7, Drainage Repair and Construction
After a Disaster
. Chapter 1 03F.155, Flood Protection Plans
. Chapter 115E.06, Good Samaritan
. Chapter 138.17, Subd. 8, Emergency Records Preservation
. Chapter 273.123, Reassessment of Homestead Property Damaged
by a Disaster
. Chapter 299A.48-52, Minnesota Hazardous Materials Incident
Response Act
. Chapter 299F.091-099, Community Emergency Response
Hazardous Substance Protection Act
. Chapter 299J, Office of Pipeline Safety
. Chapter 299K, Hazardous Chemical Emergency Planning and
Response.
Ramsey County Charter
\Of)
Ramsev Cmllltr- Wide l::mcrgellcv Operations Plall Revision 5.1. .June, lOO5
. Specifically sections 1, 3, 5, 6 and 10
Ramsey County Administrative Code
. Specifically Chapter 5 section 5.10.18; 5.10.21; 5.40.81
Ramsey County Resolutions:
. Number 9 - 5900, dated 3/27/61
. Number 87-010, dated 1/12/87
. Number 87 - 114, dated 2/23/87
. Number 2005-141, Dated 4/5/05.
Minnesota Division of Emergency Management Bulletin No. 87 - 1 Pipeline
Safety Law 353
Minnesota Division of Emergency Management (OEM) Bulletin No. (Local
government emergency operations plan requirements.)
NFPA 1600 Standard on Disaster/Emergency Management and Business
Continuity Programs - 2004
110
Ralllse\' CII/llltl'-/J'idt' f:lI7C1gcI/CI' Operatio/ls PIII/I Rt'\'isioll 5./. .JUlie. 2005
APPENDIX B: COUNTY INCIDENT MANAGER ..
ROLES AND RESPONSIBILITIES
During the phase of an emergency during which lives or property are at
obvious and imminent risk, the county Incident Manager is responsible to:
. Obtain for operational and administrative purposes, critical
supplies, equipment, and such other items found lacking and
needed for the protection of life and property, and to bind the
county for the fair market value thereof and to commandeer the
same for public use within the limits of county ordinances and state
and federal law.
. Require emergency services of any county officer or employee, and
to command the aid of as many citizens of the county as deemed
necessary in the execution of these duties commensurate with the
limitations of applicable state and local law.
. Request the county Board of Commissioners to requisition
personnel or property necessary for the conduct of emergency
operations.
. Select and designate at his/her discretion additional members to
the Emergency Operations Team to assist in the performance of
the duties of county Incident Manager
. Respect the integrity of local government entities and the unity of
their service forces
. At his/her discretion delegate these authorities to other Ramsey
County Emergency Operations Team members
The role of county Incident Manager will usually be passed to another
individual when the Incident Manager in consultation with the Emergency
Operations Team, determines that the situation has stabilized to the point
where there is no longer an imminent threat to life, safety and property. This
phase would include the activities necessary for recovery and restoration to
normal of county functions.
During this phase of the emergency, the county Incident Manager will:
. If the scope of the situation warrants, establish and maintain within
the EOC appropriate assets for the coordination of recovery efforts.
If warranted, establish a separate Recovery Coordination Center or
to redirect the full effort of the EOC to the coordination of recovery
efforts
111
Ram,\"T CIJ1/11tl'-Widt' Em,'lxenn' Operatioll.\' Flail R('l'isioll 5,1. JUIlt'. 2005
. Provide information, liaison and recovery coordination with and
between state and federal agencies and the impacted
municipalities and other agencies that are part of the county's
emergency organization
. Recommend to the Board of county Commissioners, and as
directed by them, establish and implement county recovery
priorities
. Based on the nature and scope of the situation, direct safety
assessments of the county's buildings
112
Ral/lsn' COli/it\'- H'idc ElI/l'Igcl1cv Operations Plan Rcvision 5.1, June, 2005
APPENDIX C: RAMSEy:'C0UNTYDIVISI0N 0F .-
--
EMERGENCY MANAGEMENT &- HOMELAND,
SECURITY- (EMHS) - - - - - - -,- "
Roles and Responsibilities
The overall duty of EMHS with respect to this plan is to coordinate all
emergency preparedness, response, mitigation, recovery and homeland
security plans within the county in order to ensure unity of purpose, reduce
or eliminate duplication of effort, and to better ensure the sharing of
resources and ideas in this regard. Specifically, EMHS will:
Prior to an Emergency
Subject to oversight by the County Manager, EMHS has authority and
responsibility for organizing, directing and coordinating the emergency
organization of the county, including training, directing the
development of county departmental emergency operations plans,
directing the development of county Operational Continuity/Disaster
Recovery plans, and review and approval of these plans.
EMHS staffs the role of EMHS Duty Officer and as such is the primary
point of contact for activating this plan and notifying the various county
departments.
EMHS is responsible for developing, maintaining, exercising and
procuring state approval of this plan. Prior to that the EMC and the
Board of Commissioners shall approve this plan. EMHS works to
establish and maintain liaison with the county departments and units
not directly represented on the emergency management council
regarding emergency preparedness activities, as well as coordinating
the efforts of the units specifically mentioned in the plan and on the
EMC.
EMHS has established and maintains liaison with the municipal
governments and any and all governmental or quasi-governmental
organizations within Ramsey County regarding their planning,
preparedness and response to emergencies. We also serve as liaison
with volunteer organizations active in emergency and disaster
situations.
During the Crisis Phase
The EMHS duty officer will commonly be the initial Incident Manager
for the county's interest in an event and, in this role, will make an
assessment regarding the level of activation required. If the incident
113
Ramsev COl/lItv-Uride Ellie/gene\' Operations Plall Rel'isioll 5.1. .ll/nc, 2005
does require activation of senior county management, the EMHS
director acts as principal aide and advisor to the county Incident
Manager during the emergency_
. Maintain the Ramsey County Emergency Operations Center
(RCEOC) in conjunction with other departments
. Coordinate the establishment and provision of disaster recovery
services to the public
. Collect and disseminate emergency information to the
concerned jurisdictions and agencies;
. Coordinate the utilization of county, other local; government,
state and federal resources within the county
. Coordinate operations conducted by the local governments
within the county in accordance with approved mutual aid plans;
. Recommend or forward requests to requisition personnel and/or
property as necessary for the conduct of emergency or recovery
operations to the county Incident Manager
. Coordinate and provide for dissemination of public information
relating to emergency activities as may be required;
During the Consequence Management Phase
EMHS will work to coordinate the county's disaster claims process in
concert with the County Manager. EMHS will work with affected
municipalities, county departments, etc. to prepare and process
emergency operations program papers and applications for federal and
state funds.
As relief and recovery funds are made available, EMHS will assist in
ensuring that they are disbursed to affected areas a rapidly as
possible.
1I4
Rail/SeT C01l1l!lo- ~Vidc l~ol/lcl}!.en(T Operations I'lal1 Revisioll 5.1 .lulie, 2005
APPENDIX 0: ROLES OF THE EMERGENCY :-".,:- ....-';(
MANAGEMENT COl:JNCIL<
. ..-
Powers and duties of the Emergency Management Council (EMC)
. The EMC is intended to provide review of countywide planning
efforts in order to ensure and require unity of purpose. This
includes conducting reviews of, and recommending to the Board of
Commissioners approval of the county Emergency Operations Plan
(EOP) as developed by the Division of Emergency Management
and Homeland Security, and such other emergency preparedness,
response, recovery and mitigation plans developed by EMHS.
. Further, the EMC is charged with reviewing county resolutions and
codes affecting emergency management issues and
recommending changes as needed.
Powers and duties of the Chair of the EMC
. Coordinate the activities of the EMC
. Establish and maintain liaison between the Ramsey County Board
of Commissioners and the EMC
. Review and recommend to the board adoption of county
emergency plans and associated documents and agreements
Additional duties of the Members of the EMC
. Formulate and maintain plans for operations of their departments
during emergency conditions, and work with the Director of EMHS
to ensure unity of purpose and consistency throughout county
government
. Ensure that their personnel are trained in emergency management
concepts including the Incident Management System and familiarity
with the Ramsey County Emergency Operations Plan, and their
individual roles during an emergency requiring activation of the
county emergency management organization.
115
Ramsev CO/lntv-Wide Ellle/genc\" Operations Plan Revision 5.1 June. 2005
. .
:APPENDIX E: RESPONSE TO TERRORISM..
For the most part county departments and the municipalities will respond
to acts of terrorism as they would to other disasters. However, the specter
of terrorism requires a few specific actions in addition to the general
actions.
In general, a terrorist act will fall into one of four categories. The event
might be:
1. A defined event that occurs at a specific location (or locations)
such as a bomb, but does not involve the release of biological or
chemical agents.
2. A defined event that occurs at a specific location (or locations)
and involve the release of a chemical and/or radiological agent at a
specific location or locations.
3. The intentional release of a bioterrorism agent (such as anthrax)
at a given location.
4. An event that occurs surreptitiously at an initially unknown
location and we learn of it due to its effect - for example the
outbreak of diseases such as smallpox.
NOTE: Most of the procedures followed by public safety agencies are
considered sensitive and confidential and are not reproduced in this
document. Many of the activities in this Appendix generate data that
are similarly sensitive and confidential and are treated as Law
Enforcement sensitive. These data are also not reproduced here.
On-going preparation activities
In conjunction with the Sheriff and the local law enforcement agencies, the
EMHS gathers data on homeland security preparedness. This data is
shared with the Minnesota Division of Homeland Security and Emergency
Management and the United States Department of Homeland Security.
The Ramsey County Sheriff maintains a special anti-terrorism unit that
investigates threats, identifies possible risks, and works to secure specific
targets at time of need. The Sheriffs WMD unit also is capable of
conducting special investigatory operations within contaminated areas.
This unit is also the primary source of intelligence gathering on terrorism-
related issues.
116
Ramser C(iI/l1tr. Wid,' 1-:IIIC1gCI/C\' Opcratiol1s Plal/ Revision 5.1 ./lIn<'. 2(J()5
The Sheriff also hosts regular East-metro Terrorism Briefings that bring
together homeland security and law enforcement agencies for face-to-face
discussion of current threats and issues.
117
Ramsel' COllnty- Wide Elllcrgencl' Opera/ions Plan Revision 5,1 .lune. lOO5
APPENDIX F: HOMELAND SECURITY ADVISORY SYSTEM
The United States Department of Homeland Security (www.dhs.Qov) has
created the Homeland Security Advisory System (HSAS) as a means
of advising citizens, businesses and local governments about the risk of
terrorist activity within the United States. The HSAS color-code system
provides generalized protective action information.
Ramsey County functions as if the "Yellow" or "Elevated" risk level is the
normal level for day to day activity. The county does this by:
. Increasing surveillance of critical locations;
. Coordinating emergency plans as appropriate with nearby
jurisdictions;
. Assessing whether the precise characteristics of the threat require
the further refinement of preplanned Protective Measures (through
the Ramsey County Sheriffs Office WMD Unit and regular threat
assessments and updates); and
. Implementing, as appropriate, contingency and emergency
response plans.
Specific activities surrounding our activity in response to higher threat
levels are public safety sensitive, and outlined in Functional Annex A.
118
Ramse!' COlll1tl'-IVidc f;lI1C1gencl' Opcratiol/s Plan Rn'isioll 5.1 JUI/C, lOO5
Low Condition (Green), This condition is declared when there is a low risk of terrorist attacks.
Departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures they develop and implement:
Government
., Refine and exercise appropriate preplanned Protective Measures;
. Ensure personnel receive proper training on the Homeland Security Advisory System and
specific preplanned department or agency Protective Measures
" Institutionalize a process to assure that all facilities and regulated sectors are regularly
assessed for vulnerabilities to terrorist attacks, and all reasonable measures are taken to
mitigate these vulnerabilities.
Businesses
. Develop an emergency plan to address all hazards. Include an emergency
communications plan to notify employees of activities; designate an off-site "report to"
location in case of evacuation,
~ Develop continuity of operation plan to include designating alternate work facility/location
for business.
, Arrange for staff to take a first aid training course
Schools
~ Develop written emergency plans to address all hazards including plans to maintain the
safety of students, staff, and faculty, as well as an emergency communication plan to
notify parents in times of emergency. Disseminate relevant information to families of
children, staff and faculty.
Ensure selected staff members take a CPRJAED and first aid preparedness capabilities.
Neig hborhoods
c Have neighborhood meeting to discuss emergency plans and establish a "Neighborhood
Watch" program
0 Promote or arrange for people in the neighborhood to take a CPRJAED and first aid
course
Families
~:. Develop a personal cli~Cl~t~Jpl!31l and di~a~t~r .~!JRplie?kiJ
.. Take a CPRJAED and first aid course
Individuals
Develop a p~r?QQ!3J.Q[$Cl$J~r.pl!3n andcli$Cl$!~r~.lJpplt~~kiI
, Take a Red Cross CPRJAED and first aid course
Ill)
Ramsey COul1~]i-Wide Emelgcl1cr Opt'ratiolls Plan Revision 5.1 JUlie. 2005
-
.~. . ... . ~~,':
= '. ~'.
l! . ' . ",
. .. .
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Guarded Condition (Blue). This condition is declared when there is a general risk of terrorist
attacks, In addition to the Protective Measures taken in the previous Threat Condition,
departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures that they will develop and implement:
Government
.. Check communications with designated emergency response or command locations;
.. Review and update emergency response procedures; and
.. Provide the public with any information that would strengthen its ability to act
appropriately.
Businesses
.. Complete recommended actions at lower level
" Be alert to suspicious activity and report it to proper authorities
.. Dialogue with community leaders, emergency management. government agencies.
community organizations and utilities about disaster preparedness
.. Ensure emergency communication plan updated to include purchase of needed
equipment
Schools
· Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Conduct safety training/emergency drills following the school's written emergency plan for
all grades
" Ensure emergency communication plan updated and needed equipment is purchased
Neighborhoods
· Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
Families
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Review stored disaster supplies and replace items that are outdated
.. Develop an emergency communication plan that all family members understand
.. Establish an alternate meeting place away from home with family/friends
Individual
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Review stored disaster supplies and replace items that are outdated
.. Develop emergency communication plan with family /neighbors/ friends
.. Provide volunteer services and take advantage of additional volunteer training
opportunities
120
Ramscv COlllltv-f,Vide bIlOgCIlCl" O/)erations Plan RCl'isiOf1 5.1 .11111(', lOO5
.....---....---....-- .-.--....--... "--
.:t~J.5\~.:.:~r.~!j ..
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tER~R1.$,t AFAG!<S. S ...
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Elevated Condition (Yellow). An Elevated Condition is declared when there is a significant risk
of terrorist attacks. In addition to the Protective Measures taken in the previous Threat
Conditions, departments and agencies should consider the following general measures in
addition to the Protective Measures that they will develop and implement:
Government
Increase surveillance of critical locations;
Coordinate emergency plans as appropriate with nearby jurisdictions;
Assess whether the precise characteristics of the threat require the further refinement of
preplanned Protective Measures;
Implement. as appropriate, contingency and emergency response plans.
Businesses
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Contact private security firm for security risk assessment and to determine availability of
support/rei nforcemen t
Contact voluntary organizations you support to determine how you can provide
assistance in case of emergency
Schools
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to the proper authorities
Ensure all emergency supplies stocked and ready
Neighborhoods
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Have neighborhood meeting in order to identify neighbors who are elderly or have special
needs. Assist them in development of a personal disaster plan and disaster supplies kit if
requested.
Families
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Ensure disaster supplies kit is stocked and ready
Check telephone numbers and e-mail addresses in your family emergency
communication plan and update as necessary
If not known to you, contact school to determine their emergency notification and
evacuation plans for children
Develop alternate routes to/from school/work and practice them
Individuals
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Ensure disaster supplies kit is stocked and ready
Check telephone numbers and e-mail addresses in your personal communication plan
and update as necessary
Develop alternate routes to/from work/school and practice them
121
Ramsev COlin tv- Wide Emerge/1(Y Operations Plan RCFision 5.1 ./lInc. lOO5
~J~";I
High Condition (Orange). A High Condition is declared when there is a high risk of terrorist
attacks. In addition to the Protective Measures taken in the previous Threat Conditions,
departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures that they will develop and implement:
Government
Coordinate necessary security efforts with Federal, State, and local law enforcement
agencies or any National Guard or other appropriate armed forces organizations;
Take additional precautions at public events and possibly considering alternative venues
or even cancellation;
Prepare to execute contingency procedures, such as moving to an alternate site or
dispersing their workforce; and
Restrict threatened facility access to essential personnel only.
Businesses
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Review emergency plans to include continuity of operations and media materials
Determine need to restrict access to business or provide private security firm
support/reinforcement
Contact vendors/suppliers to confirm their emergency response plan procedures
If a need is announced, contact nearest blood collection agency and offer to organize a
blood drive
Schools
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Review emergency plans
Prepare to handle inquiries from anxious parents and media
Discuss children's fears concerning possible terrorist attacks
Neighborhoods
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Check on neighbors who are elderly or have special needs to ensure they are okay.
Review qjs9ster pla[l with them
If a need is announced, contact nearest blood collection agency and offer to organize a
neighborhood blood drive
122
Ralll.l'cv C01llltv-IYide Emelp,e/1cl' Operatiol/s PIal/ Revisio/1 5,1 .1111/1', 2005
'~,,:;r . jJ~ :l-~~f,g':~-
,d," .. _' 7, '._ '.,"
''':i~~~~U~'-it-:,, L-
High Condition (Orange) - Continued
Families
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Review disaster plan with all family members
Ensure communication plan is understood/practiced by all family members
Exercise caution when traveling
Have shelter in place materials on hand and understand procedures
Discuss children's fears concerning possible terrorist attacks
If a need is announced, donate blood at designated blood collection center
Individuals
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
, Review your personal disaster plan
Exercise caution when traveling
Have shelter in place materials on hand and understand procedures
If a need is announced, donate blood at designated blood collection center Prior to
volunteering, contact agency to determine their needs
121
Ramsev COllllty- Wide Emergcfl<)' Operatiolls Plall RCl'isiol1 5.1 .lIIIIC. 2005
Severe Condition (Red). A Severe Condition reflects a severe risk of terrorist attacks. Under
most circumstances, the Protective Measures for a Severe Condition are not intended to be
sustained for substantial periods of time. In addition to the Protective Measures in the previous
Threat Conditions, departments and agencies also should consider the following general
measures in addition to the agency-specific Protective Measures that they will develop and
implement:
Government
.. Increase or redirecting personnel to address critical emergency needs;
.. Assign emergency response personnel and pre-positioning and mobile specially trained
teams or resources;
.. Monitor, redirect, or constrain transportation systems; and Close public and government
facilities.
Businesses
.. Complete recommended actions at lower levels
.. Listen to radiolTV for current information/instructions
.. Be alert to suspicious activity and report it to proper authorities immediately
.. Work with local community leaders, emergency management, government agencies,
community organizations, and utilities to meet immediate needs of the community
.. Determine need to close business based on circumstances and in accordance with
written emergency plan
.. Be prepared to work with a dispersed or smaller work force
.. Ensure mental health counselors available for employees
Schools
.. Complete recommended actions at lower levels
.. Listen to radiolTV for current information/instructions
.. Be alert to suspicious activity and report it to proper authorities immediately
.. Close school if recommended to do so by appropriate authorities
.. 100% identification check (i.e,-driver's license retained at front office) and escort of
anyone entering school other than students, staff and faculty
.. Ensure mental health counselors available for students, staff and faculty
Neighborhoods
.. Complete recommended actions at lower levels
.. Listen to radiolTV for current information/instructions
.. Be alert to suspicious activity and report it to proper authorities immediately
.. Adhere to any travel restrictions announced by local governmental authorities
124
Ramsey COlll1tJ'- If 'ide Emcrr,ellcJ' Operatio/1s Pla/1 Revisio/1 5.1.111/1(', ]005
Severe Condition (Red) - Continued
" Be prepared to shelter in place/evacuate and assist neighbors who are elderly or have
special needs to do the same
Families
" Complete recommended actions at lower levels
0 Listen to radio/TV for current information/instructions
. Be alert to suspicious activity and report it to proper authorities immediately
~ Contact business/school to determine status of work/school day
. Adhere to any travel restrictions announced by local governmental authorities
. Be prepared to shelter in place or evacuate if instructed to do so by local governmental
authorities
. Discuss children's fears concerning possible/actual terrorist attacks
Individuals
" Complete recommended actions at lower levels
~ Listen to radiofTV for current information/instructions
. Be alert to suspicious activity and report it to proper authorities immediately
. Contact business to determine status of work day
. Adhere to any travel restrictions announced by local governmental authorities
. Be prepared to shelter in place or evacuate iF instructed to do so by local governmental
authorities
Provide volunteer services only as requested
125
Ramsev COllllt)'- Wide Emergcllcy Operatiol1s Plan R(,l"isiol1 5_1 .l1I1IC, 2005
Urban Area Security Initiative
Ramsey County is a part of the St. Paul and Minneapolis Urban Area
Security Initiative (UASI). This program of the federal government is based
on the concept that (a) there are limited counter-terrorism resources
available, (b) these resources are best used cooperatively and in
consultation with others in the region who might be at higher than average
risk for terrorist events, and (c) that response to any major event will
require that agencies from multiple jurisdictions work together - thus
requiring that these agencies plan together in advance,
The result of this process was the development of a common planning and
response strategy by the UASI partners. These include Ramsey County,
Hennepin County, Dakota County, the City of St. Paul, the City of
Minneapolis, and the State of Minnesota. The UASI also developed a
common spending plan for utilization of federal counter-terrorism funds
allocated to the area.
The UASI strategy is a public safety sensitive document and is not
reproduced here.
126
RamscI' COlllltv-H'idc t:lIll'lgt'I1C\' O{l<,ratiol/s Plol/ Rt 'l'i.\iOI/ 5.1 .I/1I/t'. 2005
GLOSSARY OF TERMS
"Emergency Management" means the preparation for and the carrying out of all
emergency functions, other than functions for which military forces are primarily
responsible, to prevent, minimize and repair injury and damage resulting from
disasters caused by fire, flood, tornado and other acts of nature, or from
sabotage, hostile action, communicable disease, or from industrial hazardous
material mishaps. These functions include, without limitation, communications,
radiological, and chemical, evacuation, congregate care, emergency
transportation, existing or properly assigned functions of plant protection,
temporary restoration of public utility services and other functions related to civil
protection, together with all other activities necessary or incidental for carrying
out of the foregoing functions. Emergency management includes those activities
sometimes referred to as "Civil Defense" functions.
"Emergency" means an unforeseen combination of circumstances that calls for
immediate action to prevent a disaster from developing or occurring. An
emergency can usually be handled with resources of the local unit of
government.
"Disaster" means a situation that creates an actual or imminent serious threat to
the health and safety of persons; or a situation that has resulted or is likely to
result in catastrophic loss to property or the environment, and for which
traditional sources of relief and assistance within the affected area are unable to
repair or prevent the injury or loss. A disaster usually exhausts local resources
and outside help is needed
0-9
9-1-1 Center - The various Public Safety Answering Points (See PSAP)
A
ALOHA- Aerial Locations Of Hazardous Atmospheres
ARC - American Red Cross
127
RamS(F COllll/r- Wide Emergcnc\' Operatiolls 1'111/1 R ('visiol/ 5.1 .//111(', ]()O5
B
BEC - Building Emergency Coordinator - works to create emergency plans and
teams within specific governmental buildings.
C
CAMEO - Computer Aided Management of Emergency Operations - A
specialized hazardous materials planning and response software package used
by many emergency managers and first responders.
CAP - Civil Air Patrol
CBRNE - Chemical, Biological, Radiological, Nuclear, and Explosive weapons -
Sometimes referred to as Weapons of Mass Destruction or "WMD."
CERCLA - Comprehensive Environmental Response. Compensation, and
Liability Act of 1980 (PL 96-510)
Community Resources - Assets, including people, organizations, programs,
equipment, and funds that can be applied to all aspects of emergency
management
Congregate Care Facilities - Public or private buildings that may be used to
lodge and care for evacuees. Generally, assigned space is approximately 40
square feet per person. The facility mayor may not meet criteria for designation
as a "fallout shelter."
Contamination - The deposit of radioactive or other hazardous material on the
surfaces of structures, areas, objects, or personnel, following a nuclear explosion
or hazardous materials incident/accident. (Radioactive material generally
consists of fallout, in which fission products and other weapon debris have
become incorporated with particles of dirt, etc. Radioactive contamination can
also occur from the radioactivity induced in certain substances by the action of
neutrons from a nuclear explosion.)
COOP - Continuity of Operations Plan (sometimes referred to as Continuity of
Government or "COG" plan. See "OCP."
0
DEC - Department Emergency Coordinator - person tasked with developing
emergency plans for an individual governmental department.
Decontamination - The reduction or removal of contaminating radioactive or
other hazardous material from a structure, area, object, or person.
12R
Rallls,:1' COlllltl'-/J'id(' /-;/J/agcI1C\, O/I<TatioIlS PI,l/1 /?i'l"isioll 5_1.11111". ]005
Decontamination may be accomplished by 1) treating the surface so as to
remove or decrease the contamination; 2) letting the material stand so that the
radioactivity is decreased as a result of natural decay; and 3) covering the
contamination.
DHS - United States Department of Homeland Security
Direction and Control (D&C) - Managing and coordinating the response of
government forces to a major emergency/disaster,
Disaster - A sudden, unplanned calamitous event that brings about great
damage or loss. Any event that creates an inability on the company's part to
provide critical business functions for some predetermined period of time,
Associated terms: Business Interruption; Outage: Catastrophe.
DO - Duty Officer
E
EAS - Emergency Alert System
EMC - Ramsey County Emergency Management Council
Emergency - An event that demands a response beyond the scope of any single
line agency or service, and that presents a threat to a community or larger area
EMHS - Ramsey County Division of Emergency Management and Homeland
Security
EMS - Emergency Medical Services
EOC - Emergency Operations Center - The protected site from which civil
government officials (municipal, county, state, and federal) exercise direction and
control in an emergency.
EOP - Emergency Operations Plan - A document which describes the way in
which a government intends to respond to a major emergency/disaster.
EOT - Ramsey County Emergency Operations Team
EPA - U.S. Environmental Protection Agency
EPCRA - Emergency Planning and Community Right-to-Know Act
ERP - Emergency Response Plan
ESF - Emergency Support Function
Evacuee - An individual who is moved to a less hazardous area.
129
Ramscr COlll1tr-Widc Emergenc\' Operations Plan R,T;s;()// 5./ ./1111<'. ]()(J5
F
FBI - Federal Bureau of Investigation
FCO - Federal Coordinating Officer
FEMA - Federal Emergency Management Agency - A division of DHS
G
GIS- Geographic Information System - System of plotting information visually
against location and other data.
H
Hazard - A dangerous event or circumstance that mayor may not lead to an
emergency or disaster.
Hazards Analysis -
HazMat - Hazardous Materials - Refers generally to hazardous substances;
such as petroleum, natural gas, synthetic gas, acutely toxic chemicals, and other
toxic chemicals.
HSEM - Minnesota Department of Public Safety, Division of Homeland Security
and Emergency Management.
I
Incident Command System (ICS) - The combination of facilities, equipment,
personnel, procedures, and communications operating within a common
organizational structure with responsibility for management of assigned
resources to effectively accomplish stated objectives at the scene of an incident
Incident Commander (IC)
Incident Action Plan (lAP) - The written or verbal document or process of
establishing goals and objectives for dealing with an incident as it occurs for a set
period of time (operational period).
J
JPIC - Joint Public Information Center
1.10
Ramser COUllt\'- Wide Emcrgency Operations Plan R('J'isioll 5.1 lUl1c, 1005
K
L
L1EP-Licensing, Inspection, and Environmental Protection
LNO - Liaison Officer. Part of the Incident Command Staff
M
MCI - Mass Casualty Incident
MIMS - Minnesota Incident Management System
MNDOT - Minnesota Department of Transportation
MnSCU - Minnesota State Colleges and Universities
MNVOAD - Minnesota Voluntary Organizations Active in Disasters
MOA - Memorandum of Agreement
MOU - Memorandum of Understanding
MPCA - Minnesota Pollution Control Agency
MRCC - Medical Resource Control Center
Mutual Aid Agreements (Pacts) - Written or unwritten understandings among
jurisdictions, which cover methods and types of assistance available during all
phases of an emergency
N
National Response Center (NRC) - A communications center for activities
related to response actions located at Coast Guard headquarters in Washington,
DC. The NRC receives and relays notices of discharges or releases to the
appropriate OSC, disseminates OSC and RRT reports to the NRT when
appropriate, and provides facilities for the NRT to use in coordinating a national
response action when required. The toll-free number (800-424-8802 can be
reached 24 hours a day for reporting actual or potential pollution incidents.
NIMS - National Incident Management System - See ICS.
DI
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Nuclear Weapons - A general name given to any weapon in which the explosion
results from the energy released by reactions involving atomic nuclei, either
fission or fusion, or both.
NWS - National Weather Service
0
Operations Plan - A description of actions to be taken in facing an anticipated
disaster, and the method for coordinating to meet the needs of that situation. It
describes the action to be taken (who, what, where, when and how) on the basis
of assumptions, objectives, and capabilities.
OCP - Operational Continuity Plan - may be referred to as a Business Continuity
or Disaster Recovery plan. Documentation of steps taken to ensure the
continuous availability of critical functions during emergencies and disasters.
OOP - Office of Domestic Preparedness - A division of DHS.
OSHA - Occupational Safety and Health Administration (Department of Labor)
p
PIO - Public Information Officer
PSAP - Public Safety Answering Point - location where 9-1-1 calls are received
and from which emergency first responders are dispatched.
R
Radiological Monitor - An individual trained to measure, record, and report
radiation exposure and exposure rates; provide limited field guidance on
radiation hazards associated with operations to which she/he is assigned; and
perform operator's maintenance of radiological instruments,
RCEOC - Ramsey County Emergency Operations Center
Recovery Team - A group of staff predetermined to recover resources,
Risk - The degree to which people, property, environment, and social and
economic activity are susceptible to injury, damage, disruption, or death.
Risk Analysis - The process of identifying the exposures to certain events which
a company may experience. The risk analysis often involves an evaluation of the
probabilities of a particular event. This process is similar to the process actuaries
use to help determine insurance rates. Associated terms: Risk assessment;
impact assessment, corporate loss analysis; risk identification; exposure
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analysis; exposure assessment. Objectives: to identify the risks to an
organization, assess the critical functions necessary for an organization to
continue business operations, define controls that are in place to reduce
organizational exposure, and evaluate the cost for such controls.
RCSO - Ramsey County Sheriff's Office
ROC Regional Operations Center (a State of Minnesota asset for maintaining a
manageable span of control during disasters).
5
SARA - The "Superfund Amendments and Reauthorization Act of 1986." Title III
of SARA includes detailed provisions for community planning.
SCBA - Self-Contained Breathing Apparatus
SCO - State Coordinating Officer
SERC - State Emergency Response Commission
SEOC - State Emergency Operations Center
Shelter - A facility which provides protection from one or more of the effects of a
natural disaster, hazardous materials incident/accident, nuclear attack, or other
type of disaster.
SPRCDPH - St. Paul/Ramsey County Department of Public Health
SPRWS - Saint Paul Regional Water Services
SO - Safety Officer. A part of the Incident Command Staff
SOP's - Standard Operating Procedures - A set of specific instructions having
the force of a directive, covering those features of operations which lend
themselves to a definite or standardized procedure without loss of effectiveness.
SOPs generally describe how a task is to be carried out.
SaG's - Standard Operating Guidelines (Similar to SOP's)
Superfund - The trust fund established under CERCLA to provide money the
OSC can use during a cleanup.
T
Terrorism - The actual or threatened use of force against non-military targets or
persons, carried out by persons other than the legal military of a nation, with the
intent to force political or social change.
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Threats - The event that causes the risk to become a loss. Threats consist of
such natural phenomenon as tornadoes and earthquakes, and such man-made
incidents as bomb threats, disgruntled employees and power failure.
Title III - The "Emergency Planning and Community Right-to-know Act of 1986."
It specifies: requirements for organizing the planning process at the state and
local levels for specified extremely hazardous substances; minimum plan
content; requirements for fixed facility owners and operators to inform officials
about extremely hazardous substances present at the facilities; and mechanisms
for making information about extremely hazardous substances available to
citizens.
Traffic Control Points - Places along evacuation routes that are staffed by
police to direct and control movement to and from the area being evacuated.
U
USAR - Urban Search and Rescue Response System
V
W
WMD - Weapons of Mass Destruction (See CBRNE)
X
Y
Z
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~ EN HILLS
MEMORANDUM
DATE: January 18, 2007 WORKSESSION 20
TO: Mayor and City Council
Michelle Wolfe, City Administrator I
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FROM: Karen Barton, Community Development Director {\JJfZ,U{/
SUBJECT: Comprehensive Plan Update
As you are aware, the Metropolitan Council requires cities to update their
comprehensive plans every 10 years. The city's last update was completed in
1998; therefore, our next update will be due in late 2008.
. Staff began the update process in late 2006 and will proceed with the update, in
earnest, in 2007, with an anticipated completion of the final draft in late 2007 jearly
2008. Because staff anticipated the need for a consultant to assist with the update
process, we included $40,000 in the 2007 budget for the hiring of a consulting firm.
Additionally, as part of the TCAAP redevelopment process, the Met Council will
require an amendment to our comprehensive plan. Hoisington Koegler Group, Inc.
(HKGi) has been contracted by CRR to prepare the amendment for the TCAAP
redevelopment. City staff was included in the selection process and concurred with
the selection of HKGi as the master planning consultant.
Because of the timing of both the comprehensive plan amendment and the update,
staff is recommending that a dual-track process would be the most efficient method
to complete both projects in a timely manner. Depending on the timing of the
TCAAP project, we may end up with two separate processes (and amendment and
the update), or we may end up combining both into one process. Since HKGi had
already been contracted by CRR to complete the amendment, and since they have
extensive experience in this area, staff believes it would be cost effective and
provide economies of scale for the City to contract with HKGi to assist with the
update.
Staff has met with HKGi and has requested they prepare a scope of services and
estimate to assist us with the preparation of the comprehensive plan update. We
. anticipate bringing a contract to Council in the next month for approval.
\ \Metro-inet.us\ardenhills\Planning\Community Development\Council Agenda Items\Ol-22-07 WORKSESSION
Comprehensive Plan Update Memo to Council.DOC